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Strategic Management: Referencing and Citing

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Referencing and citation

It is important (morally & legally) to acknowledge someone else’s ideas or words you have used. Academic writing encourages paraphrasing information you have researched and read.
Paraphrasing means re-wording something you have read in to your own words. If you use someone else’s words or work and fail to acknowledge them – you may be accused of plagiarism and infringing copyright.
Referencing correctly enables the marker or reader of your assignment to locate the source of the information. They can verify the information or read further on the topic.
Referencing also allows for you to retrace your steps and locate information you have used for assignments and discover further views or ideas discussed by the author.By referencing clearly and correctly, it demonstrates you have undertaken research on the assignment topic and located relevant information.

Learn important tips for reference and how to reference from our referencing guide, here .

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Browse Course Material

Course info, instructors.

Rohan Sahani
Prof. Arnoldo Hax

Departments

Sloan School of Management

As Taught In

Learning resource types, strategic management i.

A list of general references is also provided in this section.

Required Textbook

Hax, Arnoldo C., and Dean L. Wilde. The Delta Project: Discovering New Sources of Profitability . New York, NY: Palgrave, 2001. ISBN: 0312240465.

General References

Bartlett, C., and S. Ghoshal. Managing Across Borders: The Transnational Solution. Boston, MA: Harvard Business School Press, 2002.

Brandenburger, A. M., and B. J. Nalebuff. Co-opetition . New York, NY: Doubleday & Company, 1996.

Kim, W. Chan, and R. Mauborgne. Blue Ocean Strategy. Boston, MA: Harvard Business School Press, 2005.

Christensen, C. The Innovator’s Dilemma: When Technologies Cause Great Firms to Fail . Boston, MA: Harvard Business School Press, 1997.

———. The Innovator’s Solution: Creating and Sustaining Successful Growth . Boston, MA: Harvard Business School Press, 2003.

Collis, D., and C. Montgomery. Corporate Strategy: Resources and the Scope of the Firm. Westport, CT: Irwin Press, 1997.

Cusumano, M. A., and C. C. Mardikes, eds. Strategic Thinking for the New Economy . Hoboken, NJ: Jossey-Bass, 2001.

Foster, R., and S. Kaplan. Creative Destruction . New York, NY: Doubleday & Company, 2000.

Galbraith, J. Designing the Global Corporation . Hoboken, NJ: Jossey-Bass, 2000.

Ghemawat, P., D. Collis, G. Pisano, and J. Rivkin. Strategy and the Business Landscape. Upper Saddle River, NJ: Prentice Hall, 2001.

Hamel, G., and C. K. Prahalad. Competing for the Future . Boston, MA: Harvard Business School Press, 1996.

Hayes, R., G. Pisano, and D. Upton. Strategic Operations: Competing Through Capabilities . New York, NY: Free Press, 1996.

Kaplan, R. S., and D. P. Norton. Strategy Maps: Converting Intangible Assets Into Tangible Outcomes . Boston, MA: Harvard Business School Press, 2004.

Pfeffer, J. The Human Equation . Boston, MA: Harvard Business School Press, 1998.

Porter, M. Competitive Advantage . New York, NY: Free Press, 1985.

———. The Competitive Advantage of Nations . New York, NY: Free Press, 1990.

Prahalad, C. K., and V. Ramaswamy. The Future of Competition . Boston, MA: Harvard Business School Press, 2004.

Reichheld, F. Loyalty Rules . Boston, MA: Harvard Business School Press, 2001.

Saloner, G., A. Shepard, and J. Podolny. Strategic Management . New York, NY: John Wiley & Sons, 2001.

Shapiro, C., and H. Varian. Information Rules . Boston, MA: Harvard Business School Press, 1999.

Stern, J. M., and J. S. Shiely. The Eva Challenge: Implementing Value-Added Change in an Organization . New York, NY: John Wiley & Sons, 2001.

Thompke, S. Experimentation Matters: Unlocking the Potential of New Technologies for Innovation . Boston, MA: Harvard Business School Press, 2003.

Ulrich, D. Human Resource Champions . Boston, MA: Harvard Business School Press, 1997.

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BADM 758 Strategic Management: APA Style

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The earliest avatar of the ... [APA Publication Manual] (1929). Bentley, M., Peerenboom, C. A., Hodge, F. W., Passano, E. B., Warren, H. C., & Washburn, M. F. (1929). Instructions in regard to preparation of manuscript. Psychological Bulletin, 26(2), 57-63. doi:10.1037/h0071487 . more... less... Hauptman, R. (2008). Documentation: A history and critique of attribution, commentary, glosses, marginalia, notes, bibliggraphies, works-cited, lists, and citation indexing and analysis. Jefferson, North Carolina: McFarland & Company, Inc., [ISBN 978-0-7864-3333-9] p.154.
The second treatment (1944) "The preparation of articles ... " Anderson, J. E., & Valentine, W. L. (1944). The preparation of articles for publication in the journals of the American Psychological Association. Psychological Bulletin, 41(6), 345-376. doi:10.1037/h0063335 .
The first edition of the Publication Manual appeared as a supplement to the Bulletin in 1952.

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Citation Machine website Citation Machine is a free website that allows you to build individual references that you can cut & paste where you need them. The templates are informative. This tool includes an ISBN lookup function. Good for the beginner. more... less... Use RefWorks to manage the collection of references you accumulate over several assignments!
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APA using Microsoft Word This PDF file shows you how to get started using MS Word tools to insert citations and a References page into your document.

Use these tools, but remember ... the APA Publication Manual (and your professor) is the final authority.

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Strategic Management by Dr.Jacob Thomas

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Abdellatif M., Amann B. and Jaussaud J. (2010), Family versus non family business: A comparison of international strategies. Journal of Family Business Strategy , 1(2), 108–116.

Abell D. F. (1999), Competing today while preparing for tomorrow, MIT Sloan Management Review, 40/3, 73–81.

Ackelsberg R. and Arlow P. (1985), Small business do plan and it pays off. Long Range Planning , 18(5), 61–67.

Adams J., Tashchian A. and Shore T. (1996), Ethics in family and non-family owned firms: An exploratory study. Family Business Review , 9(2), 157–170.

Adler P. S. (1995), Interdepartmental interdependence and coordination: The case of the design/manufacturing interface. Organization Science , 6(2), 147–167.

Adler P. S. and Kwon S. W. (2002), Social ...

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Strategic Management

(15 reviews)

Kennedy B. Reed, Virginia Tech

ISBN 13: 9781949373950

Publisher: Virginia Tech Publishing

Language: English

Formats Available

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Learn more about reviews.

Reviewed by Jiwon Suh, Assistant Professor, University of Texas at Arlington on 3/7/24

This book covers core topics that should be included in a strategic management textbook. I particularly like that the book has a chapter devoted to corporate governance, ethics, and social responsibility. I hope to see that vertical and horizontal... read more

Comprehensiveness rating: 4 see less

Content Accuracy rating: 5

This book contains core and major models, concepts, frameworks, and theories that should be included in a strategic management textbook. Especially, this book also explains a balanced scorecard and its linkage with organizational mission and vision.

Relevance/Longevity rating: 5

The main content is highly relevant. The concepts and frames that are included in the book are not fast-changing. This book uses a variety of examples to explain concepts to help students understand. These examples are a good mixture of timing (old and relatively new) and I believe such examples should be aged well to evaluate.

Clarity rating: 5

This book was well-written. This book uses clear language so that students including undergraduates can easily follow.

Consistency rating: 5

This book is consistent with all the structures and contents that are expected in the strategic management textbooks.

Modularity rating: 5

The topics in this book are well divided into 11 chapters so that faculty members can easily develop a semester-long course. On page 2, the authors also provide 6 modules on how these chapters can be used in a shorter course.

Organization/Structure/Flow rating: 5

The way of chapter sequencing is easy to follow: understanding strategic management -> external analysis -> internal analysis -> strategy development -> implementation. Every chapter provides ‘Learning Objectives,’ ‘Key Takeaway,’ and ‘Exercises’ from which students can effectively learn about the topics in the chapters. Also, figures, pictures, videos, and other sources are very helpful.

Interface rating: 4

External sources were hyperlinked with the original sources. This book also provides enough space between paragraphs and the next sections. This helps readers. It would be very helpful if the book included an Index at the end of the book.

Grammatical Errors rating: 5

I didn’t find any grammatical errors.

Cultural Relevance rating: 5

This book uses examples from different cultural backgrounds, such as an example of ancient China and wars on Russian soil on pages 18-20 and an example of Starbucks in Korea on page 33.

I'd like to use this book for my Strategic HR management course in the public and nonprofit sectors. Although this book doesn't 100% fit my course, I can use this book to explain and provide core/major concepts of strategic management.

Reviewed by Sergiy Dmytriyev, Assistant Professor of Management, James Madison University on 9/10/23

Comprehensiveness rating: 5 see less

The textbook covers all key topics in the strategic management such as overall strategy, business- and corporate-level strategies, the analysis of external and internal environments, international strategy, organizational design, innovation, etc. Each sections ends with the reference list of the cited sources, and the Glossary of key terms is provided at the end of the book.

The book is well-written which makes it an easy read.

The content is up-to-date, with plenty of contemporary business situations and examples. At the same time, these examples are of general nature and can be used in a classroom for many years ahead, without become obsolete. Having said that, the textbook also has a number of historical examples which is a must to have in order to learn from strategic successes and failures.

The text is written in a more informal way than in some other strategic management textbook. This makes this textbook better perceived by undergraduate students, who are rather more excited by its interesting and accessible prose.

Consistency rating: 4

The textbook utilized common terminology and frameworks used in the strategic management field, and is consistent throughout the whole text. The only thing, sometimes I could have a feeling that there were many interesting narratives and examples, but some of them might not be well connected among themselves, which could make the reading slightly less coherent, though it wasn't a big deal.

Indeed, the text is readily divisible into smaller reading section since many of them start and end in a similar fashion making them standalone pieces. I didn't find many self-references which serves the modality purpose well.

The book is well organized in terms of the sequence of introduced topics and the transitions between them.

Interface rating: 5

The textbook offers an easy-to-follow navigation structure such as a numeration for each section/subsection as well as consistent headings' styles and the use of colors and graphical designs.

I didn't find any grammatical errors or typos in the text which speaks to its high quality.

Cultural Relevance rating: 3

The textbook is full of various examples from different countries which helps keep the reader's mind open to insights from different cultural environments. Yet, I wish there would be more examples with female and minority managers - I realize that today those groups are still underrepresented in leadership roles, but the author could have considered purposefully selecting those stories/backgrounds which may appeal to and inspire different audiences.

Most sections in the textbook end with discussion questions (often provoking ones) which can help with kicking off interactive discussion in class. The key information is summarized in the form of tables or graphs that make it easy to review the summarized learnings. There are also many videos throughout the book which can help break the monotony of reading with interesting visual experiences.

To sum it up, the textbook offers a typical content for a strategic management textbook (in terms of key strategic topics, terminology, theories and frameworks, etc.), yet it does it in a more appealing way compared to some more "formal" available textbooks in the market. In addition to offering discussion questions and exercises at the end of each section, the textbook also utilizes a more accessible prose for undergraduate students, as well as provides many illustrative or summary tables and graphs, as well as short business stories and videos done in an interesting way.

I really like the textbook and this year I started using it in my Strategic Management course.

Reviewed by Jeffrey Gale, Professor Emeritus of Strategic Management, Loyola Marymount University on 4/10/23

[Note: I used the book in my Strategic Management class in Spring 2023 semester. I have, in the past, used the open textbook, Mastering Strategic Management on which this one is based as well as a commercial version of the text which was picked up by a pubisher.] The coverage in the book is pretty standard for Strategic Management texts. It's a little light on implementation/execution particularly on reward systems, strategic leadership and a bit on culture. Like most of the texts, it really doesn't cover the online world. Because it was done in 2020 and used some of the materials some of the materials need newer examples--and to reflect lessons of the pandemic and de-globalization (in Chap. 9) There is a glossary but no index.

The coverage of the book is accurate in the concepts handled.

Relevance/Longevity rating: 4

All strategic management textbooks suffer from obsolescence--it is the nature of the subject matter and the need for ongoing revision of relevant examples. The concepts change more slowly. Use of the book requires instructors to fill that in to make the material relevant. The prior book (from 2020) was not updated for years which made it hard to use. Hopefully this one will be.

The book was extremely well-written and edited. This is remarkable since there was a team who worked on it at VPI. Kudos for doing a good job.

It is consistent. The framework used is very standard in strategic management texts.

The book is well done with coherent chapters and headings and subheading breaking up the text. I was able to use some of the materials out of order.

Strategic management textbooks lend themselves to a logical organization based on the analytic process common to the topic. This book is consistent with that. I did find that references and credits, which are listed in the chapter sections, are a bit distracting and would be better, in my opinion, at the end of the chapters. Likewise, I would prefer that the Exercises be at the chapter end as well. Learning Objectives at the beginning of each chapter are useful as well as the Takeaways in the sections.

My students and I used the PDF version of the book which is pretty standard with only limited jumps for Table of Contents. .

I didn't find any grammatical errors.

Cultural Relevance rating: 4

I did not see anything culturally insensitive or offensive in the book. There is, as is typical in the texts in the field, not a lot of cultural variety. There are no Black or Hispanic business in the examples.

The book did what I wanted it to in the course. I thought that Chapter 7 on Innovation is a bit of a hodge-podge of topics and doesn't flow all that well. The Powerpoint slides that the author made available are very uneven and I wasn't able to really use them--though I didn't really need to since I have taught the course for so long. They are not the equivalent of what commercial publishers provide with their texts. I did not use the text bank that is also available.

Overall, a good quality textbook that is usable with the caveats I raised earlier.

Reviewed by Stephen Horner, Associate Professor, Allen Community College on 6/9/21

Chapter one is a good an example of the type of comprehensiveness that I like. The text addresses most of the major models and concepts within the strategy domain. It also includes examples of strategy and strategic management from antiquity and classic military history encompassing ancient, modern, and postmodern eras. In addition, the critique of strategic management is refreshing to see in an introductory textbook chapter.

I find no glaring inaccuracies.

The cross disciplinary relevance of the text is demonstrated by allusion in chapter one to strategy throughout history. The text also has relevance in terms of relating the topic to contemporary issues.

This text is written at a basic level easily accessible to the common reader and especially suited to today's college senior.

The text uses the A-F-I framework consistently throughout.

The chapter topics are organized following the traditional analysis-formulation-implementation (A-F-I) framework allowing the course to be easily divided into modules. In addition, the authors have developed their own modular framework overlaying the A-F-I model.

The text uses the traditional analysis-formulation-implementation framework while taking a critical asssessment of the use of that framework.

The layout and flow of the text are satisfactory. In addition, I appreciate the smaller chunks in each chapter supplemented by references cited only in those specific chunks.

The writing demonstrates no systematic grammatical difficulties. The use of the Engish language is proper and acceptable.

The authors recognize changing sociocultural values and demonstrate sensitivity of the theory and practice of strategic management to such changes.

I found the text to be quite readable. It spawned in me new ideas for ways of reaching my students.

Reviewed by Yuan Li, Assistant Professor, James Madison University on 5/29/20

The text covers all major topics discussed in a standard strategic management textbook. Some topics that could be included or discussed more in detail are strategic leadership, innovation management, and corporate entrepreneurship. The pdf version... read more

The content is accurate, error-free, and unbiased. However, there are a few typos in the book. Some of the labels are incorrect. For example, Level 3 of Table 10.4 is labeled incorrectly.

The content is up-to-date. For the most part, the examples are classic and do not need to be updated frequently. However, some of the examples, especially those related to movies are dated. Nevertheless, necessary updates can be easily implemented.

One of my favorite things about this text is its clarity. The text is written in a language that is accessible to all undergraduate students, including freshmen. Jargon and technical terms are explained in layman’s terms using real-world examples.

The text is internally consistent in terms of terminology and framework.

The chapters of the text are self-contained and can be individually assigned to students or used as additional readings to supplement a different text.

The structure of the text is clear and follows the structure of a standard strategic management textbook. The only difference is that international strategies are discussed before corporate-level strategies. Many of the tables and the text repeat each other. I think some of the tables can be eliminated.

There are no significant interface issues in the text. There are no hyperlinks in the pdf version of the book. All navigation is done through the search and find function of the pdf reader. The text in the examples and vignettes is too small and hard to read, at least for the pdf version I have. Overall, I would describe it as a no-frills text.

The text contains no grammatical errors.

The text is not culturally offensive in any way. The examples include both American and non-American firms mostly competing in the US market.

This is a great book for an introductory level strategic management class. Students do not have to be a management major to understand the book. Instructors can easily supplement the book with examples that are relevant to the background and major of their students. I find the book an interesting and enjoyable read. The authors did a great job in making strategic management interesting to students.

Reviewed by David Flanagan, Professor of Management, Western Michigan University on 12/12/19

This book covers all the major topics needed in a strategic management course plus a few other useful topics. read more

This book covers all the major topics needed in a strategic management course plus a few other useful topics.

First rate book. Easy to read with no errors (conceptually or grammatically).

All the conceptual information is up to date. I do have students do assignments where they research more recent examples.

Students comment that it is straight forward and easy to read. Key concepts are defined.

The text flows well from start to finish.

The chapters break up the material well as do sections within chapters.

good structure

easy to interface with

Well edited and credibly written

I detected nothing that could be insensitive

The authors are outstanding in their field. Can't find more credible sources.

Reviewed by Jason Kiley, Assistant Professor, Oklahoma State University on 5/21/18

Overall, the book has very good coverage of the topics typically included in a strategy textbook. To be more specific, I reviewed the book against a commercial book that I have used in the past. I looked at 43 topics that is a union of the content I would use across the two books. The commercial book covered 41 topics, and Mastering Strategic Management ("MSM") covered 39. Of the discrepancies, three topics in the commercial book and one topic in MSM were topics that were probably timely when written but are less relevant now. Excluding those, each book had one topic that I would have liked to have seen in the other.

Across a number of topics, the exposition that fit my expectations about the material covered, explanations of the material, and examples that fit the material. Strategy covers a number of models that have been around for some time, and the authors seemed to do a good job of thinking about which models are reasonable to describe as they were conceived and which ones should be adjusted a bit to better reflect the underlying mechanisms or modern circumstances.

One small exception (shared in most strategy books) is the description of the BCG matrix using market share (as originally conceived). That notion is very sensitive to specification of markets, and I've seen more helpful formulations that describe it a little more generally as having dimensions that reflect using and generating cash.

The main content is fine and highly relevant. However, there are some examples which have not aged well. This is not so much the fault of the authors, as the business-relevant content is fine, but an example using Jared from Subway reads very differently in light of subsequent revelations. That is perhaps the most glaring, but there are a few others that have not aged well (e.g., the AppleTV has become reasonably successful in subsequent iterations). That said, this book is well within the norms of example relevance over time.

The book is written directly and clearly. In terms of style, it is more approachable than some alternatives, in part because I never got the sense that the authors were lowering the information density to produce more text.

Terminology and approach are generally consistent. Strategy is at the intersection of other disciplines, so there is often a change of perspective, but that comes with the content. That said, the authors have combined those well into a logical, consistent narrative.

For the most part, this book would be easy to use out of order or as selections. The chapters have numbered subdivisions that are logically coherent, and, in my view, it would be clear to students to assign selections. My initial read suggests that the brief motivating examples to begin chapters and the conclusions of chapters would be helpful to include even if the middle sections are selected from or reordered.

Overall, the organization and flow are consistent and logical, and it generally mirrors that of most strategy books. In a couple of places, the ordering is a bit different (e.g., international strategy before corporate-level strategy), but the broader logic may actually be more linear that way.

I used the epub 3 version of the book. The table elements tended to be built with markup instead of images, so they rendered nicely on a high-resolution display. Cross references were often done with links, and many text boxes were also done with markup, so the book takes advantage of the technology it uses for distribution. Given the prevalence of mobile devices among students, this is a strong positive for this book compared to others.

The writing is clear, error-free, and straightforward, including the consistent use of active voice.

Though the book (like many strategy and business textbooks) has a somewhat US-centric presentation, there are plenty of examples that include diversity along a number of dimensions where that kind of diversity is not the topic of the example. That broad level of inclusiveness is a positive for the book.

Overall, I found the book to be consistently high in quality, coverage, and consistency with other books in this area. Using it as an alternative or replacement for other books should be straightforward. The anonymous authors have done the field and our students a real service in writing this book.

Reviewed by Jiyun Wu, Associate Professor , Rhode Island College on 5/21/18

The book covers key areas of strategic management, much like other strategic management textbooks. read more

The book covers key areas of strategic management, much like other strategic management textbooks.

The content is accurate, though there are a few typos.

Relevance/Longevity rating: 3

The examples are a few years old and need to be updated.

The book is very lucidly written. I think it is one of the best written textbooks.

The book is internally consistent in terms of terminology and framework.

The text is easy to follow.

The topics are organized well and easy to follow.

I didn't encounter any problem with navigation.

I did not detect any grammar errors, although I did find a few typos.

The book is culturally relevant.

Please update the examples and correct the few typos in the text.

Reviewed by Edward Ward, Professor, Saint Cloud State University on 2/1/18

Relative to the other textbooks I have used in my strategic management course, this textbook is comprehensive. Topics include analyzing the environment, leading strategically, selection of business level strategies, ethics, organization design,... read more

This book is accurate as evidenced by the frequent references from both research journals and practitioners' publications. There is little in the way of the author's opinions, rather facts are emphasized.

The relevance of the book is excellent in that historical examples are often used, which by definition will not need to be updated. The examples of recent strategy uses (e.g. a goal by Coca-Cola on page 40 is for 2012) are in need of only slight modifications.

This is the paramount strength of the book. When the vocabulary (i.e. jargon) of strategic management is used, facile explanations and examples are used to clarify the term. An example is Figure 2.5, which explains financial performance measures for students who did not major in finance or accounting.

What is admirable as to the book's consistency is it's sequence of chapters, such as starting with "Mastering Strategy" as chapter one, through "Selecting Business Level Strategies" in the middle of the text, and concluding with corporate governance and ethics. There is also consistency in terms of the key takeaways and exercises throughout the book.

This is another strength of the book. For example, in clarifying "Entrepreneurial Orientation" sections such as "Autonomy", "Competitive Aggressiveness", and "Innovativeness" are presented in small sections that in total describe the term. This is done consistently in the book, such as in chapter eight the terms vertical integration, backward vertical integration, and forward vertical integration.

The topics are presented in a deductive order, starting with a superordinate term such as "Strategies for Getting Smaller", followed by retrenchment and restructuring. By describing a construct by its dimensions, the construct is more readily understood by students.

I don't think there are any such problems.

There are not any grammatical errors. I do think the reading level is for undergraduates rather than MBA students.

The photographs and examples are varied in terms of surface characteristics.

It is superior to my present textbook in terms of being written in a conversational style, which is complemented by useful tables such as 8.7 on page 293. These tables and other graphics will assist students with a visual learning style. The only negative that comes to mind is if this textbook is to be used for a MBA course, outside readings will need to be assigned.

Reviewed by Jorge Zazueta, Adjunct Professor, American University on 2/1/18

The book covers all the standard topics in Strategic Management in a well-structured and cohesive manner. The table of contents provides detail on contents and the interactive PDF version is an excellent way to navigate the text. Electronic... read more

I didn't find any inaccuracies or biases in the text (although I ran into a few minor typos). Each concept follows a critical discussion inviting the reader to reflect on the topic, rather than being dogmatic.

The topics covered are well established Strategic Management ideas with direct application in actual business practice, making the content both relevant and time enduring.

Clarity rating: 4

The book is clearly written and enjoyable. It provides straight commentary on the ideas discussed and is very easy to read. A minor drawback is that it lacks memorable design around many of the classic frameworks. For example, when discussing the diamond model in chapter 7, its elements are defined in the form of a table--rather than in a diamond shape.

The narrative is consistent throughout both in depth and style.

While the content follows a logical path, chapters are concise and mostly stand-alone, making it easy to use individual chapters or to tailor content for a class.

The topics follow a standard order of ideas in a consistent and logical flow, while maintaining modularity.

The interactive PDF version is clean and easy to use. A comprehensive table of contents is always available without being intrusive and the book is fully searchable. Making it convenient for student research or review. A keyword search results in a list of references to different chapters in the book, with a short summary of the content discussed.

Grammatical Errors rating: 4

Other than a few minor spelling typos. I found no errors.

The nature of the book is mostly transparent to cultural issues. Examples are business focused and do reflect a wide world view.

It is a great introductory text to Strategic Management. It covers all the standard material in a concise, easily accessible way. I would have enjoyed a bit more quantitative material, such as basic formulas from economics or discussions about how to quantify market competitiveness for example. Perhaps, that´s the material for a second book….

Reviewed by Bill Rossman, Instructor, Penn State University on 2/1/18

The book covers the major topics expected to be covered in a strategic management textbook. read more

The book covers the major topics expected to be covered in a strategic management textbook.

The material covered in the textbook is accurate and error-free.

Th material is up-to-date, however, some of the examples in the book could quickly become outdated. For example, there is an example referencing a 2001 movie which students may not understand. The book could easily be updated to keep examples up-to-date.

The book is clearly written without unnecessary jargon. Definitions for key terms could be emphasized to help students identify key terms and concepts. Additionally a glossary would be beneficial for students to quickly reverence the definition of key terms.

The book is consistent with other texts on the topic of strategic management.

The book is modular and chapters could be reorganized without issue. Instructors could assign chapters or subsections as they see fit without loss of educational value.

The book flowed well, the only change I would make is to move the corporate-level strategies to follow the business-level strategies. The instructor could easily make this change when assigning chapters in the textbook.

I did not encounter any issues with the interface of the textbook. The location of charts and images were appropriate and supported the material.

The book was free of grammatical errors.

The text was not insensitive or offensive.

Supporting material such as glossary, online assignments or self check exercises could be included. Overall, the book is well thought out and easily adaptable for instructors to use.

Reviewed by Sam Cappel, Professor, Southeastern Louisiana University on 6/20/17

I found the book to be comprehensive, covering in detail important parts of strategic management. read more

I found the book to be comprehensive, covering in detail important parts of strategic management.

I found the book to be accurate and well referenced. Examples were used which were most instrumental in helping students to understand important concepts.

The text is written and/or arranged in such a way that necessary updates will be relatively easy and straightforward to implement. Many of the examples used are classic or very timely. It would require little work to update concepts and examples.

The book is written without unnecessary jargon. Terms commonly used in the study of Strategy are fully explained.

The framework of the book allows for easy transitions from one topic to another. Throughout the book there is consistency in the straight forward approach to topics. There is a consistent attempt within this book to explain complex concepts in such a way as to allow undergraduate students to master them easily.

Modularity rating: 4

The text is well divided into a logical sequence of intuitively developed reading sections. Sections within the book serve to reduce confusion which can occur when learning a subject area with the diversity and complexity of Business Strategy

Organization/Structure/Flow rating: 4

I like the flow of the text but prefer a flow which started by simply following the strategic management process step by step.

I had no issues with the interface of the textbook. Navigation was simple and charts were well placed and clear.

I found no grammatical errors i the text.

Culturally the book was sensitive in dealing with issues such as ethics and the role of diversity in the workplace.

With the current push for on-line offerings I feel that it is now imperative that offerings include test banks, power-points, on-line readings, films and perhaps simulation tools that can be used on-line. I love the book for in-class use but feels that it does not offer enough support to be viable for extensive on-line offerings,

Reviewed by Cynthia Steutermann, Multi-Term Lecturer, University of Kansas on 8/21/16

Comprehensiveness rating: 3 see less

This book does a somewhat good job of covering many aspects of strategic analysis. For instance, the discussions relative to cost leadership, differentiation, and focused strategies were good. However, I found this book to be lacking in critical discussion areas, such as the importance of evaluating a firm's internal financial assets. While it mentioned current ratio, debt to equity ratio, and net income .. it does not show how to calculate those ratios. And, there are many, many more financial ratios that should be covered in great detail to effectively analyze an organization's internal financial capabilities. This was an area I would consider to be seriously lacking in content.

Other critical areas missing from this textbook were the discussion of entrepreneurial strategy and competitive dynamics, as well as managing innovation and corporate entrepreneurship. Likewise, this textbook did not include any strategic management cases which greatly supports a student's ability to apply concepts to a multi-page case of an organization they may be familiar with.

Also, while there was included on the website a table of contents, no such table of contents exists in the .pdf version that students would actually use. In general, this book is not written at the level of sophistication and comprehensiveness I would expect to use for college students, particularly since a strategic analysis course is often taught as a capstone course (undergraduate senior level of student). In my opinion, this textbook is written more at the senior in high school or college freshman level.

Content Accuracy rating: 4

The book's accuracy is adequate, although there are many areas of strategic analysis which I would consider to be missing in this textbook.

The one area of relevance and longevity I found to be questionable was the various references to "At the Movies". Some of the movies are quite dated and students may not have even heard of them. Or, if they have heard of the movie, they may not have seen it. While the intent seems to be a creative way to illustrate basic concepts, the use of movies is not (in my opinion) the most relevant way to accomplish this, at least to the extent that this is repeated throughout the textbook.

The book is written clearly, although not at the college reading level I would expect it to be written at.

Consistency rating: 3

The text is inconsistent since it references certain figures that actually do not exist. For instance, the Boston Consulting Group (BCG) matrix is referenced to be in figure 8.7. There is no BCG matrix figure, nor any figure 8.7. In fact, there are very few figures in the book. There are some pictures (unidentified mostly) but no figures that illustrate important concepts.

The book's modularity is done well. Within each chapter there are several smaller reading sections.

The book's organization/structure flow is generally good. I believe the organization and flow would be better if corporate-level strategies followed business-level strategy, and then the chapter about international markets would follow after that. This textbook, instead, has business-level strategy, international markets, then corporate-level strategy.

The images are generally not distorted, although on page 172 the Arby's graphic and text are out of proportion. Page 177 includes some type of graphic that is only shades of grey. I don't know what that is intended to represent.

The text contains no grammatical errors that I observed.

The text is not culturally insensitive or offensive in any way that I observed.

Reviewed by Daniel Forbes, Associate Professor, U. of Minnesota on 6/10/15

The book covers most of the chapters commonly found in a strategy textbook, and the content within each chapter is also similar in terms of the key topics & models addressed. One exception is strategic entrepreneurship, which is not covered as a separate chapter as is often the case but is instead partially covered under "Entrepreneurial orientation" within Chapter 2, "Leading strategically". Another exception is that there is only one chapter on corporate strategy, whereas many books have a second chapter on strategy alternatives (M&A, etc.). However, some of this content has been folded into the corporate strategy chapter. The PDF I reviewed did not contain a glossary or index.

The book provides an accurate introduction to contemporary strategic management. The authors' perspective is consistent with mainstream scholarly views in the field.

Most strategy textbooks tend to gravitate towards concepts and models that have a relatively long "shelf life," and this one is no exception. The book contains current examples and timely content. The book also does a good job presenting strategy in ways that undergraduate students, in particular, will find relevant. It does this through an emphasis on familiar, everyday brands (Facebook, Redbox) and through cultural references, such as its "Strategy at the movies" segments, which link concepts in the book to recent popular films.

The book is written in clear and accessible prose, and it carries a sense of humor. At times I would have liked to see clearer definitions that were easier to find in the text (e.g., highlighted or placed in sidebars). For example, the concept of "cost leadership" is introduced with good examples, but a concise definition seems lacking. Having clear definitions on key concepts is helpful to students studying for exams and for faculty who want to check concepts for consistency across materials without re-reading entire sections.

The book is internally consistent. It provides a framework for understanding strategy that is coherent and, at the same time, generally consistent with other major texts.

The text seems modular, and reorganizing the material is unlikely to pose a problem. It would be easy to rearrange the materials within a strategy course - provided, of course, that foundational concepts (e.g., "capabilities") have been established early on, as would be required in working with any major strategy text.

The book's flow is logical and it adheres to a structure that is common in strategy texts. One slightly unusual sequencing is the presentation of international strategy before corporate strategy (the reverse is more common), but these two chapters remain adjacent and there is a reasonable case for doing this. Given the overall modularity of the book, moreover, instructors can rearrange chapters as they see fit without much difficulty.

The interface reflects the thoughtful and creative selection of accompanying visual materials, especially photos and illustrations. There are fewer charts and tables than in the average strategy text. Some instructors and MBA students might find the text easier to navigate with fewer visual interruptions overall and perhaps more data or charts included in addition to the pictures. Overall, I think this interface that would be well received by undergraduate students, in particular.

The book's grammar is fine.

The book does not appear to be culturally insensitive. Examples are drawn primarily from the U.S., as is common in many major strategy texts, but there are also many examples drawn from outside the U.S.

Overall, I think this book is a very solid and worthwhile contribution to the set of available strategy textbooks. A particular strength of the book is its accessible writing style and its selection of "user-friendly" illustrations and examples. I think the book would be especially well-suited to first-time students of strategy who seek a general introduction. I also like that the book avoids delivering long, arbitrary lists of items in presenting material (e.g., "the nine reasons firms do acquisitions"), which is a common weakness of strategy textbooks. Instead, this book is generally succinct and reasonably comprehensive. At the same time, instructors & students seeking a more advanced treatment of strategy may find coverage of some topics to be relatively light. For example, limitations of the 5 Forces model are only briefly addressed and issues of industry evolution do not seem to be addressed.

Reviewed by David Try Ph.D., Instructor , Northwest Community College on 10/9/13

I found this text to be well-written and high quality, with up-to-date material, examples and case studies. In my experience, both as an instructor and retired practitioner, this textbook covers all basic concepts and topics at an appropriate depth for an Introduction to Business Strategy/Policy course. The backend - index, glossary, on-screen reader and search engine - were accurate and faultless.

Diagrams, tables and case studies were up-to-date, professional quality and accurate. I found the text well supported by the supplemental teaching resources (quizzes, PowerPoint's, teaching notes, etc.) As with any USA based textbook, and to be fair hardly unique to this one, the content is USA-centric. Examples and in-text case studies do tend to examine issues through the lens of USA companies, and occasionally USA laws/regulations. Within this caveat, all material was well-edited, error-free, unbiased and including appropriate supplemental instructor material.

As with most introductory courses, the basic components of Business Strategy tend not to change rapidly. New tools, techniques, occasionally fads, as well as the inevitable rebranding (i.e. Management by Objectives [MBO] becomes Outcome Based Key Performance Indicators) are adopted by Business relatively slowly. The textbook covers certain recent advances in strategic and policy, as appropriate for a textbook at an introductory level. Looking forward, advances to this textbook would tend to focus on maintaining current and timeliness of in-text examples, update trends and data, and incorporate emergent strategies which could emerge in response to changing economic, business or global events, such as a global recession.

The textbook to be quite readable and engaging, and makes good use of current business examples. Terms and business jargon are properly defined, both within the text and by using small ‘call-out' (?) boxes on the side of pages and through the use of examples.

The concepts and ideas in the textbook are presented in a clear and logical order. Terminology is used consistently. As well, I found the ‘readability' of the textbook to be internally consistent – with no sense that different authors/editors had writte

The material is covered in 12 chapters, with 2 to 4 sections each, making it easy to assign weekly readings and cover the content within one semester. Chapters are fairly consistent in length and complexity. Instructors have the option to re-organize the course / subject order prior to students downloading the textbook should they wish. The text is not overly self-referential.

The flow or order of idea/concept presentation is consistent to most Strategy texts, and appropriate for an introductory textbook. Within Chapter layout is consistent; each chapter begins with "Learning Outcomes" and concludes with "Key Takeaways" and exercises, which can be assigned as homework.

Neither I, nor any of my students, experienced any interface issues at all. The underlying technology appeared faultless. The navigation process is logical and all images and text were clear and high quality, even on smaller e-reading devices. As well, color use is consistent, assisting in overall navigation. Interestingly, as the first e-textbook for NWCC Business, my students appreciated the ability to perform in-text searches and hyper-link to external electronic references (in text URLs), as well as textbook's cost of course!

I found zero (0) grammatical errors, or ‘broken' URL links. Well edited

This text is not culturally or sexually insensitive, or offensive. Overall, examples are based on business culture with limited applicability on cultural relevance. One chapter focuses on Ethics and Social Responsibility and examines these issues from a strategic perspective, with examples. However, the focus is principally from a business perspective, as compared to social, legal or moral perspectives. As the text is fairly USA-centric, Canadian students may feel that Canadian and possibly Asian business strategies should receive greater emphasis.

Overall, I was very impressed with the quality and professionalism of the text. A ‘newbie' to e-textbooks, I was surprised by the usefulness of additional features available with electronic textbooks (searching, imbedded URLs, etc.). As noted above, the textbook content is somewhat USA-centric. Examples and in-text case studies tend to focus on USA companies, and occasionally USA laws/regulations. However, given the highly integrated nature of Canadian and USA business environments, there is some value in this. And, it was certainly not difficult to incorporate Canadian examples into the Lectures. This review originated in the BC Open Textbook Collection and is licensed under CC BY-ND.

I. Chapter 1: Mastering Strategy: Art and Science
II. Chapter 2: Assessing Organizational Performance
III. Chapter 3: Evaluating the External Environment
IV. Chapter 4: Evaluating the Internal Environment
V. Chapter 5: Synthesis of Strategic Issues and Analysis
VI. Chapter 6: Selecting Business-Level Strategies
VII. Chapter 7: Innovation Strategies
VIII. Chapter 8: Selecting Corporate-Level Strategies
IX. Chapter 9: Competing in International Markets
X. Chapter 10: Executing Strategy through Organizational Design
XI. Chapter 11: Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Responsibility

Ancillary Material

Virginia Tech Publishing

About the Book

STRATEGIC MANAGEMENT offers an introduction to the key topics and themes of strategic management. The authors draw on examples of familiar companies and personalities to illustrate the different strategies used by today’s firms—and how they go about implementing those strategies. Students will learn how to conduct a case analysis, measure organizational performance, and conduct external and internal analyses. In short, they will understand how organizations operate at the strategic level to be successful.

An older version of Mastering Strategic Management (2015) by University of Minnesota Libraries Publishing can be found here: https://open.lib.umn.edu/strategicmanagement/

About the Contributors

Reed B. Kennedy, Associate Professor of Practice, Pamplin College of Business, Virginia Tech

Reed B. Kennedy is an Associate Professor of Management Practice in the Management Department, where he teaches management courses. He began his career as a naval officer before entering his primary career in healthcare administration, where he served in senior executive roles in various hospitals for over 20 years. He then worked as a business consultant for the Small Business Development Center for the New River Valley at Radford University. His education includes a Bachelor of Science in Aerospace Engineering from the U.S. Naval Academy, a Masters of Healthcare Administration from Medical College of Virginia / Virginia Commonwealth University, a Masters in Public Health and a Graduate Certificate in Global Planning and International Development from Virginia Tech. Reed served as the chief textbook reviser on this project. He worked with the contributor and editorial teams from project start to completion.

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Enterprise Strategy References

Mission & Vision Statements: What is the difference between mission, vision and values statements? (2018, March 05). Retrieved August 07, 2018, from https://www.shrm.org/ resourcesandtools /tools-and-samples/ hr-qa /pages/isthereadifferencebetweenacompany’smission,visionandvaluestatements.aspx

Organizational Philosophy

Spiro, J. (2010, March 18). How to Create a Company Philosophy. Retrieved August 07, 2018, from https://www.inc.com/guides/create-a-company-philosophy.html

Strategic Analysis Tools

Duff, Victoria. (n.d.). Tools for Business Analysis. Small Business – Chron.com. Retrieved from http://smallbusiness.chron.com/tools-business-analysis-4478.html

Team FME. (2013). Cash Flow Analysis. Retrieved from: http://www.free-management-ebooks.com/dldebk/dlfi-cash.htm

Gallo, A. (2014, July 02). A Quick Guide to Breakeven Analysis. Retrieved from: https://hbr.org/2014/07/a-quick-guide-to-breakeven-analysis

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I want to share a message that has been spreading all over the internet that concerns the times we are living in. Whether you believe in God or not, this is a must read message!

We can see throughout time how we have been slowly conditioned to come to this point where we are on the verge of a cashless society. Would it surprise you to know that the Bible foretold of this event? Don’t believe me? This may be the most imporant message you will read in these times…please do not ignore this!

This messsage reveals what the Mark of the Beast is, and the meaning behind counting a number people have been pondering for centuries, 666. This message also shares why Barack Obama will be the Antichrist. This is truly a message from God!

In the Revelation of Jesus Christ given to the apostle John, we read:

“He (the false prophet who deceives many by his miracles) causes all, both small and great, rich and poor, free and slave, to receive a mark on their right hand or on their foreheads, and that no one may buy or sell except one who has the mark or the name of the beast, or the number of his name.

Here is wisdom. Let him who has understanding calculate the number of the beast, for it is the number of a man: His number is 666” (Revelation 13:16-18 NKJV).

Referring to the last generation, this could only be speaking of a cashless money society, which we have yet to see, but are heading towards. Why? Revelation 13:17 tells us that we cannot buy or sell unless we receive the mark of the beast in our right-hand or forehead. We could still buy or sell among one another without receiving the mark if physical money was still currency. It logically deduces itself to this reason.

These verses could not be referring to something spiritual because the word references two different physical locations (our right-hand or forehead) stating the mark will be on one “OR” the other. It once again logically deduces itself to this reason.

Here is where it really starts to come together. It is shocking how accurate the Bible is concerning the RFID microchip. These are notes from a man named Carl Sanders who worked with a team of engineers to help develop this microchip in the late 1960’s.

“Carl Sanders sat in seventeen New World Order meetings with heads-of-state officials such as Henry Kissinger and Bob Gates of the C.I.A. to discuss plans on how to bring about a one-world system. The government commissioned Carl Sanders to design a microchip for identifying and controlling the peoples of the worldâ€”a microchip that could be inserted under the skin with a hypodermic needle (a quick, convenient method that would be gradually accepted by society).

Carl Sanders, with a team of engineers behind him, with U.S. grant monies supplied by tax dollars, took on this project and designed a microchip that is powered by a lithium battery, rechargeable through the temperature changes in our skin. Without the knowledge of the Bible (Brother Sanders was not a Christian at the time), these engineers spent one-and-a-half-million dollars doing research on the best and most convenient place to have the microchip inserted.

Guess what? These researchers found that the forehead and the back of the hand (the two places Revelation says the mark will go) are not just the most convenient places, but are also the only viable places for rapid, consistent temperature changes in the skin to recharge the lithium battery. The microchip is approximately seven millimeters in length, .75 millimeters in diameter, about the size of a grain of rice. It is capable of storing pages upon pages of information about you. All your general history, work history, crime record, health history, and financial data can be stored on this chip.

Brother Sanders believes that this microchip, which he regretfully helped design, is the “mark” spoken about in Revelation 13:16-18. The original Greek word for “mark” is “charagma,” which means a “scratch or etching.” It is also interesting to note that the number 666 is actually a word in the original Greek. The word is “chi xi stigma,” with the last part, “stigma,” also meaning “to stick or prick.” Carl believes this refers to a hypodermic needle (see photo).

Mr. Sanders asked a Boston Medical Center doctor what would happen if the lithium contained within the RFID microchip leaked into the body. The doctor responded that if the microchip broke inside a human body, the lithium would cause a severe and painful wound filled with pus. This is what the book of Revelation says:

“And the first (angel) went, and poured out his vial on the earth; and there fell a noisome and grievous sore on the men which had the mark of the beast, and on them which worshipped his image” (Revelation 16:2).

THE HIDDEN MEANING BEHIND THE NUMBER 666 REVEALED!

What I first want to mention, before I share what the Holy Spirit has revealed to me concerning the number of the beast, is that God confirms in threes. We can see this throughout scripture:

“For there are three that bear witness in heaven: the Father, the Word, and the Holy Spirit; and these three are one” (1 John 5:7 NKJV).

“and that He was buried, and that He rose again the third day according to the Scriptures” (1 Corinthians 15:4 NKJV).

“…Holy, holy, holy, Lord God Almighty, Who was and is and is to come!” (Revelation 4:8 NKJV).

There are many more examples, but I thought I would just share three of them to make the point.

Examining Revelation 13:16,17,18, the first group of three I would like to point out is that the mark of the beast is described in three separate verses, 16, 17 and 18.

The next three I see is in verse 16, “He causes all…” is followed by three contrasting categories of people,

1 – “both small and great, 2 – rich and poor, 3 – free and slave…”.

Then unto verse 17, it opens with, “and that no one may buy or sell except one who has…”, followed by three explanations of what one must have to buy or sell,

1 – “…the mark 2 – or the name of the beast, 3 – or the number of his name”.

Now unto verse 18, we read “Let him who has understanding calculate…”, which is followed by,

1 – “the number of the beast, 2 – for it is the number of a man: 3 – His number is 666”.

The last three I see is the number “6” being used three times in a row. The reason I’m making this point about God confirming in three is because it is the key to unlocking how to calculate the number 666.

Throughout the centuries there have been people trying to calculate numbers based on titles and names that come up to the number 666 to identify one person, the Antichrist; but from Revelation 13:18, I do not see where God is telling us to count up to 666, but rather to count the number of the beast. This number is identified as 666. So the verse is telling us to count the number 666.

What does it mean to count? It means to add up. So how could we add up 666? Remember my previous point about God confirming in threes is key to unlocking the number 666. So logically, what would be the best way to count the number 666? To count it equally by using the rule of three based off the number.

We cannot count it equally as 600+60+6, this would also bring us back to the start.

We cannot count it as 600+600+600, or 60+60+60 because there are no zeroes in between or at the end of 666.

The only logical option is 6+6+6=18.

What is interesting is that the verse that reveals for us to count the number itself is verse 18 (there a total of 18 verses in Revelation Chapter 13), being the third verse out of the three verses that describe the mark of the beast in Revelation 13:16,17,18. What is 18 divided by 3? 6. So 3×6=18, or 6+6+6=18.

Another interesting point is the only two other combinations (making a total of three possible combinations) for placing a “+” symbol in between 666 are:

66+6=72 and 6+66=72.

Add both 72’s together and you get 144.

Why the number 144 is worth our attention is because the verse following Revelation 13:18 is the first time in the Bible where the 144,000 are being described in detail:

“Then I looked, and behold, a Lamb standing on Mount Zion, and with Him one hundred and forty-four thousand, having His Fatherâ€™s name written on their foreheads…” (Revelation 14:1).

Now if you add up all three numbers from counting 666 by moving the “+” symbol around, it would be 72+72+18=162. What is compelling about the number 162, is, if you divide 144,000 by 162, you get 888. The name of Jesus in Greek gematria adds up to 888. The New Testament was originally written in the Greek language. Revelation 14:1 not only mentions the 144,000, but also the Lamb who is Jesus.

Now what is interesting about the number for Jesus, 888, is that if you apply the same formula that was used to count 666, you get 8+8+8=24. Why the number 24? Revelation chapter 4 tells us there are 24 elders seated around the throne of God. This is the same throne where Jesus sits.

Now if you take:

you get 24+96+96=216.

Take 144,000 divided by 216 and you get 666.

Remember that this was the same exact formula we used to count the number 666 that ultimately brought forth the number 888.

Here is a quick recap to demonstrate how this formula confirms itself as being the true way to count 666:

1: 6+6+6=18 > 66+6=72 > 6+66=72 > 18+72+72=162

2: 144,000 divided by 162=888

3: 8+8+8=24 > 88+8=96 > 8+88=96 > 24+96+96=216

4: 144,000 divided by 216=666

1: 6+6+6=18 > 66+6=72…

As you can see, it is perpetual. And remember that we consistently used a formula that worked in threes being the number that God uses for confirmation.

So what could this mean? Well we know in this world we are identified by numbers in various forms. From our birth certificate to social security, as well as our drivers license; being identified based on a system of ruler ship. So it is possible that this RFID microchip will contain a new identification that has a total of 18 characters (6+6+6).

“here the wisdom is, the one having the mind let him calculate the number of the wild beast, number for “of human” it is, and the number of it 666″ (Revelation 13:1, Greek Translation).

The Greek word “anthrÅpos” being used in verse 18 where it says “of human” is the Greek strongs concordance G444. The first two definitions of the word are “a human being, whether male or female”, and, “generically, to include all human individuals”. Could the number of the beast apply to all mankind?

In the Greek (the New Testament was originally written in the Greek language), and other translations, you will notice the beast is described as an “it”, instead of “him”. The reason I’m making this point is because when a translation says “His number is 666”, this would imply a singular person, the Antichrist. But by saying “the number of it 666”, implies that it is of the beast system as a whole.

We can know the number of the beast cannot be to identify products (like a new barcode) to buy or sell because scripture says we cannot buy or sell without the number of the beast. What am I getting at? There will be instances where you could buy something someone made themselves and it wouldn’t have a store branded identification on it. But for this number to be in our chips, that is where it must be to conclude ultimately that we cannot buy or sell without having the number of the beast. As previously mentioned in Revelation 13:18, the number of the beast (6+6+6=18) is a “human number”, definition “generically, to include all human individuals”.

“Why did the Biden campaign choose 30330? 2020 divided by 666 = 3.0330 Who believes this to be a coincidence? October 2020 Isaiah 53:6 Someone said we are being whipsawed in 2020. Truly a great division is taking place between good and evilâ€”both symbolically and literally (riots, unrest, politics). If you take the current year 2020 and divide it by the number 666 (known for its satanic implications) you will get the number 30330 (repeated). This number 30330 happens to be the number used to vote for Joe Biden and Kamala Harris. Freaky? Supernatural? Odd for sure. Whatever this means, it doesnâ€™t seem good to me. First, why would anyone knowingly choose those particular numbers for their campaign? If they werenâ€™t knowingly chosen, then it appears to be a supernatural act by the evil one himself and I would want to change those numbers ASAP. And if the numbers were chosen knowing their significance, are you satanic? Is this campaign satanic? Either way I do not believe this is a coincidence. And one thing is certain, 2020 is truly being divided by Satan. He is the master deceiver and spreader of chaos. Jesus calls him the father of lies.”

So I looked up this number 30330 concerning Joe Biden, and I found this information:

If you send a text to that number (at that time), you would get a response asking to support Joe’s campaign to take down Donald Trump, with one part in caps saying “CHIP IN >>” pointing to a link to go and donate.

“CHIP IN”? Obama has used this phrase in the past on his twitter and people believe it is a subliminal message to receive the mark of the beast, that is to say the implantable RFID microCHIP that will go IN our body.

Go to: http://voice-truth.org to see all the proof!

Is your name written in the Lamb’s book of life? Jesus says that we must be born again to enter the kingdom of God in the Gospel of John chapter 3.

“Then a third angel followed them, saying with a loud voice, “If anyone worships the beast and his image, and receives his mark on his forehead or on his hand, he himself shall also drink of the wine of the wrath of God, which is poured out full strength into the cup of His indignation. He shall be tormented with fire and brimstone in the presence of the holy angels and in the presence of the Lamb. And the smoke of their torment ascends forever and ever; and they have no rest day or night, who worship the beast and his image, and whoever receives the mark of his name” (Revelation 14:9-11).

BARACK OBAMA IS THE ANTICHRIST:

In the Islamic religion they have man called the Mahdi who is known as their messiah of whom they are waiting to take the stage. There are many testimonies from people online who believe this man will be Barack Obama who is to be the biblical Antichrist based off dreams they have received. I myself have had strange dreams about him like no other person. So much so that I decided to share this information.

He came on stage claiming to be a Christian with no affiliation to the Muslim faith…

“In our lives, Michelle and I have been strengthened by our Christian faith. But there have been times where my faith has been questioned — by people who don’t know me — or they’ve said that I adhere to a different religion, as if that were somehow a bad thing,” – Barack Obama

…but was later revealed by his own family members that he indeed is a devout Muslim.

So what’s in the name? The meaning of someones name can say a lot about a person. God throughout history has given names to people that have a specific meaning tied to their lives. How about the name Barack Obama? Let us take a look at what may be hiding beneath the surface…

“And He (Jesus) said to them (His disciples), ‘I saw Satan fall like lightning from heaven'” (Luke 10:18).

In the Hebrew language we can uncover the meaning behind the name Barack Obama.

Barack, also transliterated as Baraq, in Hebrew is: lightning

baraq – Biblical definition:

From Strongs H1299; lightning; by analogy a gleam; concretely a flashing sword: – bright, glitter (-ing, sword), lightning. (Strongs Hebrew word H1300 baraq baw-rawk’)

Barak ‘O’bamah, The use of bamah is used to refer to the “heights” of Heaven.

bamah – Biblical definition:

From an unused root (meaning to be high); an elevation: – height, high place, wave. (Strongs Hebrew word H1116 bamah baw-maw’)

The day following the election of Barack Obama (11/04/08), the winning pick 3 lotto numbers in Illinois (Obama’s home state) for 11/5/08 were 666.

Obama was a U.S. senator for Illinois, and his zip code was 60606.

Jesus stands alone among the other religions who say to rightly weigh the scales of good and evil, and to make sure you have done more good than bad in this life. Is this how we conduct ourselves justly in a court of law? Bearing the image of God, is this how we project this image into our reality?

Our good works cannot save us. If we step before a judge, being guilty of a crime, the judge will not judge us by the good that we have done, but rather the crimes we have committed. If we as fallen humanity, created in God’s image, pose this type of justice, how much more a perfect, righteous, and Holy God?

God has brought down His moral law’s through the 10 commandments given to Moses at Mt. Sinai. These laws were not given so we may be justified, rather that we may see the need for a savior. They are the mirror of God’s character of what He has put in each and every one of us, with our conscious bearing witness that we know that it is wrong to steal, lie, dishonor our parents, and so forth.

We can try and follow the moral laws of the 10 commandments, but we will never catch up to them to be justified before a Holy God. That same word of the law given to Moses became flesh over 2000 years ago in the body of Jesus Christ. He came to be our justification by fulfilling the law, living a sinless perfect life that only God could fulfill; even bringing the law to it’s truest light by stating, “You have heard that it was said to those of old, ‘You shall not commit adultery.’ But I say to you that whoever looks at a woman to lust for her has already committed adultery with her in his heart” (Matthew 5:27-28).

The gap between us and the law can never be reconciled by our own merit, but the arm of Jesus is stretched out by the grace and mercy of God. And if we are to grab on, through faith in Him, He will pull us up being the one to justify us. As in the court of law, if someone steps in and pays our fine, even though we are guilty, the judge can do what is legal and just and let us go free. That is what Jesus did almost 2000 years ago on the cross. It was a legal transaction being fulfilled in the spiritual realm by the shedding of His blood.

Because God is Holy and just, the wrath that we deserve could not go unnoticed. Through the perfect righteousness and justice of God’s character, it must be dealt with, it must be quenched, it must be satisfied.

For God takes no pleasure in the death of the wicked (Ezekiel 18:23). This is why in Isaiah chapter 53, where it speaks of the coming Messiah and His soul being a sacrifice for our sins, why it says it pleased God to crush His only begotten Son.

This is because the wrath that we deserve was justified by being poured out upon His Son. If that wrath was poured out on us, we would all die and go to hell. God created a way of escape by pouring it out on His Son whose soul could not be left in Hades, but was raised to life on the third day and seated at the right hand of God in power.

So now when we put on the Lord Jesus Christ (Romans 13:14), God no longer sees the person who deserves His wrath, but rather the glorious image of His perfect Son dwelling in us, justifying us as if we received the wrath we deserve, making a way of escape from the curse of death.

Now what we must do is repent and put our trust and faith in the savior, confessing and forsaking our sins. This is not just a head knowledge of believing in Jesus, but rather receiving His words, taking them to heart, so that we may truly be transformed into the image of God. Where we no longer live to practice sin, but rather turn from our sins and practice righteousness through faith in Him.

Jesus answered, “Most assuredly, I say to you, unless one is born of water and the Spirit, he cannot enter the kingdom of God. That which is born of the flesh is flesh, and that which is born of the Spirit is spirit. Do not marvel that I said to you, ‘You must be born again'” (John 3:5-7).

Come before the Lord with a contrite spirit, humble yourself, ask Him for His forgiveness, to receive the free gift of His salvation, to receive His Holy Spirit, so that you may be transformed into a new creature, into a child of the living God.

There is a reason why the words of Jesus have been translated in to over 2000 languages, and nothing comes remotely close (the Quran just over 100), because there is a God in heaven who desires to have a relationship with you, to know Him through His word, as that is how we personally get to know anybody. There is a reason why it is the year 2021, because Jesus came to earth just over 2000 years ago fulfilling major prophecy causing a divide in our timeline.

Jesus loves you! Seek Him while He may be found!

Enhancing Organizational Performance (1997)

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Chapter 2 Techniques For Making Organizations Effective

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Haworth, J.T., P. Chesworth, and P. Smith 1990 Research note: Cognitive difficulties in samples on unemployed, middle-aged men. Leisure Studies 9:253-257.

Henkoff, Ronald 1990 Cost cutting: How to do it right. Fortune 9 April:17-19.

Imai, Masaaki 1986 Kaizen: The Key to Japan's Competitive Success . New York: Random House.

Ittner, Christopher 1992 The Economics and Management of Quality Costs . Cambridge, MA: Harvard University School of Business Administration.

Iverson, L., and S. Sabroe 1988 Psychological well-being among unemployed and employed people after a company closedown. Journal of Social Issues 44:141-152.

Jacob, Rahul 1993 TQM: More than a dying fad? Fortune 18 October:52-56.

Japanese Industrial Standards Committee 1981 Industrial Standardization in Japan: 1981. Agency of Industrial Science and Technology, Ministry of International Trade and Industry.

Juran, Joseph M. 1951 Quality Control Handbook . New York: McGraw-Hill.

1989 Juran on Leadership for Quality . New York: Free Press.

1992 Juran on Quality by Design . New York: Free Press.

Kahn, Robert 1994 M-Quality: A Brief Intellectual History. University of Michigan, Institute for Social Research.

Kasl, S.V., and S. Cobb 1979 Some mental health consequences of plant closing and job loss. In Mental Health and the Economy , L. Ferman and J. Gordus, eds. Kalamazoo, MI: Upjohn Institute for Employment Research.

1980 The experience of losing a job: Some effects on cardiovascular functioning. Psychotherapy and Psychosomatics 34:88-109.

Kessler, R.C., J.S. House, and J.B. Turner 1987 Unemployment and health in a community sample. Journal of Health and Social Behavior 28:51-59.

Khurana, Anil 1994 Managing Complex Processes: Quality in the Global Color Picture Tube Industry. Unpublished doctoral dissertation, University of Michigan.

Kinicki, A.J. 1989 Predicting occupational role choices after involuntary job loss. Journal of Vocational Behavior 35:204-218.

Kozlowski, Steven W.J., Georgia T. Chao, Eleanor M. Smith, and Jennifer Hedlund 1993 Organizational downsizing: Strategies, interventions, and research implications. In International Review of Industrial and Organizational Psychology . New York: Wiley.

Krafcik, J.F. 1989 Triumph of the lean production system. Sloan Management Review Fall:41-52.

Krantz, J. 1985 Group process under conditions of organizational decline. Journal of Applied Behavioral Science 21:1-17.

Leana, C.R., and Daniel Feldman 1989 When mergers force layoffs: Some lessons about managing human resource problems. Human Resource Planning 12:123-140.

Leana, C.R., and Jack Ivancevich 1987 Involuntary job loss. Academy of Management Review 12:301-312.

Leffler, K.B. 1982 Ambiguous changes in product quality. American Economic Review December:956.

Liem, R., and J.H. Liem 1988 Psychological effects of unemployment on workers and their families. Journal of Social Issues 44:87-105.

Linn, M.W., R. Sandifer, and S. Stein 1985 Effects of unemployment on mental and physical health. American Journal of Public Health 75:502-506.

Malcolm Baldrige National Quality Award 1995 1995 Application Manual . Washington, DC: U.S. Department of Commerce.

Maynes, E.S. 1976 The concept and measurement of product quality. Pp. 550-554 in Household Production and Consumption , Terlecky, ed. New York: National Bureau of Economic Research.

McKinley, William 1992 Decreasing organizational size: To untangle or not to untangle? Academy of Management Review 17:112-123.

McKinley, William, A. G. Schick, H.L. Sun, and A.P. Tang 1994 The Financial Environment of Layoffs. Working paper, Southern Illinois University.

McKoewn, K. 1992 Does the Baldrige Award really work? Harvard Business Review 70:140.

Noble, I. 1987 Unemployment after redundancy and political attitudes. In Redundancy, Layoffs, and Plant Closures: Their Character, Causes, and Consequences , R.M. Lee, ed. London: Croom Helm.

Oliver, Richard, and Wayne DeSarbo 1988 Response determinants in satisfaction judgments. Journal of Consumer Research 14.

Pearlin, L.I., M.A. Lieberman, E.G. Meneghan, and J.T. Mullan 1981 The stress process. Journal of Health and Social Behavior 22:337-356.

Peterson, Marvin, and Kim Cameron 1995 Total Quality Management in Higher Education: From Assessment to Improvement. Center for the Study of Higher and Postsecondary Education, University of Michigan.

Philips, Lynn, Dae Chang, and Robert Buzzell 1983 Product quality, cost position, and business performance. Journal of Marketing 47:26-43.

Pirsig, R. 1974 Zen and the Art of Motorcycle Maintenance . New York: Bantam.

Pliner, J. 1990 Staying with or leaving the organization. Prevention in Human Services 8:159-177.

Podgursky, M., and P. Swain 1987 Job displacement and earnings loss. Industrial and Labor Relations Review 41:17-29.

Porter, Michael 1980 Competitive Strategy . New York: Free Press.

Price, Richard 1990 Strategies for managing plant closings and downsizing. In The Human Side of Corporate Competitiveness , D. Fishman and C. Cherniss, eds. Beverly Hills, CA: Sage.

Reynolds, R.B. 1988 An Investigation into the Effectiveness of Quality Circles Applications in the United States. Doctoral dissertation, University of Georgia.

Rowley, K.M., and N.T. Feather 1987 The impact of unemployment in relation to age and length of unemployment. Journal of Occupational Psychology 60:323-332.

Sashkin, M., and K.J. Kiser 1993 Putting Total Quality Management to Work . San Francisco: Barrett-Koehler.

Schonenberger, Richard 1982 Japanese Manufacturing Techniques . New York: Free Press.

Schweiger, D.M., and A.S. DeNisi 1991 Communication with employees following a merger: A longitudinal field experiment. Academy of Management Journal 34:110-135.

Scott, W. Richard, Ann B. Flood, Wayne Ewy, and William H. Forrest 1978 Organizational effectiveness and the quality of surgical care in hospitals. Pp. 290-305 in Environments and Organizations , Marshall Meyer, ed. San Francisco: Jossey-Bass.

Shamir, B. 1986 Protestant work ethic, work involvement, and the psychological impact of unemployment. Journal of Occupational Behavior 7:25-38.

Shewhart, W.A. 1931 The Economic Control of Quality of Manufactured Product . New York: Van Nostrand.

Singhal, Vinod, and Kevin Hendricks 1993 Quality awards and the value of the firm. Production and Operations Management Journal .

Stokes, G., and R. Cochrane 1984 A study of the psychological effects of redundancy and unemployment. Journal of Occupational Psychology 57:309-322.

Sutton, Robert, Kathleen Eisenhart, and John Jucker 1985 Managing organizational decline: Lessons from Atari. Organizational Dynamics 14:17-29.

Swoboda, Frank 1995 Corporate downsizing goes global. Washington Post News Service. Ann Arbor News 11 April:A8.

Taylor, Frederick W. 1911 Shop Management . New York: Harper.

Teboul, James 1991 Managing Quality Dynamics . New York: Prentice-Hall.

Teng, James T.C., Varun Grover, and Kirk D. Fiedler 1994 Business process reengineering: Charting a strategic path for the information age. California Management Review 36:9-31.

Tomasko, Robert M. 1987 Downsizing: Reshaping the Corporation for the Future . New York: AMACOM.

Tombaugh, J.R., and L.P. White 1990 Downsizing: An empirical assessment of survivors' perceptions of a postlayoff environment. Organizational Development Journal 8:32-43.

Tschirhart, M. 1993 The Management of Problems with Stakeholders. Unpublished doctoral dissertation, University of Michigan.

U.S. General Accounting Office 1991 Management Practices: U.S. Companies Improve Performance Through Quality Efforts . Washington, DC: U.S. Government Accounting Office.

Webster, D.S. 1981 Methods of assessing quality. Change October:20-24.

Weick, K.E. 1984 Small wins: Redefining the scale of social problems. American Psychologist 39:40-49.

1993 Small wins in organizational life. Dividend Winter:2-6.

Wilhelm, M.S., and C.A. Ridley 1988 Stress and unemployment in rural nonfarm couples. Family Relations 37:50-54.

Winn, Bradley 1995 Organizational Quality in Higher Education: An Examination of the Baldrige Framework in the University Work Environment. Doctoral dissertation, University of Michigan.

Zeithaml, Valerie 1988 Consumer perceptions of price, quality, and value: A means-end model and synthesis of evidence. Journal of Marketing 52:2-22.

Chapter 3 Organizational Culture

Abegglen, James C., and George Stalk, Jr. 1985 Kaisha, the Japanese Corporation . New York: Basic Books.

Abrahamson, Eric, and Charles J. Fombrun 1994 Macrocultures: Determinants and consequences. Academy of Management Review 19:728-755.

Alvesson, Mats, and Per Olof Berg 1992 Corporate Culture and Organizational Symbolism . Berlin and New York: Walter de Gruyter.

Aronson, E., and J. Mills 1959 Effect of severity of initiation on liking for a group. Journal of Abnormal and Social Psychology 59:177-181

Barley, Stephen R. 1983 Semiotics and the study of occupational and organizational cultures. Administrative Science Quarterly 28:393-413.

1986 Technology as an occasion for structuring: Observations on CT scanners and the social order of radiology departments. Administrative Science Quarterly 31:78-108.

Barley, Stephen R., and Meryl R. Louis 1983 Many in One: Organizations as Multicultural Entities. Paper presented at the annual meeting of the Academy of Management, August 14-17, Dallas, TX.

Bellah, Robert N., Richard Masden, William M. Sullivan, Ann Swidler, and Steven M. Tipton 1985 Habits of the Heart: Individualism and Commitment in American Life . New York: Harper and Row.

Bendix, Reinhard 1956 Work and Authority in Industry . New York: Harper and Row.

Berlew, David E., and Douglas T. Hall 1966 The socialization of managers: Effects of expectations on performance. Administrative Science Quarterly 11:207-223.

Biggart, Nicole W. 1977 The creative-destructive process of organizational change: The case of the Post Office. Administrative Science Quarterly 22:410-426.

Brown, L. David 1983 Management Conflict at Organizational Interfaces . Reading, MA: Addison-Wesley.

Browning, Larry D., Janice M. Beyer, and Judy C. Shetler 1995 Building cooperation in a competitive industry: SEMATECH and the semiconductor industry. Academy of Management Journal 38:113-151.

Cameron, K.S. 1978 Measuring organizational effectiveness in institutions of higher education. Administrative Science Quarterly 28:482-495.

Cameron, Kim S., and Deborah R. Ettington 1988 The conceptual foundations of organizational culture. Pp. 356-396 in Higher Education: Handbook of Theory and Research . New York: Agathon.

Cameron, Kim S., and Sarah J. Freeman 1991 Cultural congruence, strength, and type: Relationships to effectiveness. Pp. 23-58 in Research in Organizational Change and Development , vol. 5. Greenwich, CT: JAI Press.

Cameron, K.S., and R.E. Quinn 1996 Diagnosing and Changing Organizational Culture . San Francisco: Jossey-Bass.

Cameron, K.S., and D.O. Ulrich 1989 Transformational leadership in colleges and universities. In Higher Education: Handbook of Theory and Research , vol. 2, J. Smart, ed. New York: Agathon.

Cameron, K.S., and D.A. Whetten 1983 Models of the organizational life cycle. Review of Higher Education 6:269-299.

Cartwright, D. 1968 The nature of group cohesiveness. In Group Dynamics , D. Cartwright and A. Zander, eds. New York: Harper and Row.

Chatov, Robert 1973 The role of ideology in the American corporation. Pp. 50-75 in The Corporate Dilemma: Traditional Values Versus Contemporary Problems , Votaw, Dow, and S. Prakash Sethi, eds. Englewood Cliffs, NJ: Prentice-Hall.

Daft, Richard L., and Karl E. Weick 1984 Toward a model of organizations as interpretation systems. Academy of Management Review 9:284-295.

Deal, T.E., and A.A. Kennedy 1982 Corporate Cultures: The Rites and Rituals of Corporate Life . London: Penguin Books.

Denison, Daniel R. 1990 Corporate Culture and Organizational Effectiveness . New York: John Wiley.

Druckman, D. 1994 Nationalism, patriotism, and group loyalty: A social-psychological perspective. Mershon International Studies Review 38:43-68.

Dutton, J.E., and J.M. Dukerich 1991 Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal 34:517-554.

Dutton, Jane E., and Susan E. Jackson 1987 Categorizing strategic issues: Links to organizational actions. Academy of Management Review 12:76-90.

Enz, Cathy A. 1988 The role of value congruity in intraorganizational power. Administrative Science Quarterly 33:284-304.

Feldman, Martha S., and James G. March 1981 Information in organizations as signal and symbol. Administrative Science Quarterly 26:171-184.

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Fitzgerald, Thomas H. 1988 Can change in organizational culture really be managed? Organizational Dynamics 17(Autumn):5-125.

Galbraith, J.R., and E.E. Lawler 1993 Organizing for the Future . San Francisco: Jossey-Bass.

Georges, Robert, and Michael O. Jones 1980 People Studying People: The Human Element in Field Work . Berkeley: University of California Press.

Goffman, E. 1961 Asylums: Essays on the Social Situation of Mental Patients and Other Inmates . Chicago: Aldine.

Gregory, Kathleen L. 1983 Native-view paradigms: Multiple cultures and culture conflicts in organizations. Administrative Science Quarterly 28:359-376.

Harris, Stanley, and Robert I. Sutton 1986 Functions of parting ceremonies in dying organizations. Academy of Management Journal 29(1):5-30.

Hofstede, Geert 1980 Culture's Consequences: International Difference in Work-Related Values . Beverly Hills, CA: Sage.

Hofstede, Geert, Bram Neuijeu, Denise Daval Ahayv, and Geert Sanders 1990 Measuring organizational cultures: A qualitative and quantitative study across twenty cases. Administrative Science Quarterly 35:286-316.

Hoijberg, Robert, and Frank Petrock 1993 On cultural change: Using the competing values framework to help leaders to a transformational strategy. Human Resource Management 32.

Hunt, James G. 1991 Leadership: A New Synthesis . Newbury Park, CA: Sage Publications.

Jablin, Frederic M. 1987 Organizational entry, assimilation, and exit. Pp. 679-740 in Handbook of Organizational Communication: An Interdisciplinary Perspective , Frederic M. Jablin, Linda L. Putman, Karlene H. Roberts, and Lyman W. Porter, eds. Newbury Park, CA: Sage Publications.

Jackall, R. 1988 Moral Mazes: The World of Corporate Management . New York: Oxford University Press.

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Jones, Gareth R. 1983 Psychological orientation and the process of organizational socialization: An interaction perspective. Academy of Management Review 8:464-474.

1986 Socialization tactics, self-efficacy, and newcomer adjustment to the organization. Academy of Management Journal 29:262-279.

Kan, Sergei 1989 Symbolic Immortality . Washington, DC: Smithsonian Institution Press.

Kopelman, Richard E., Arthur P. Brief, and Richard A. Guzzo 1990 The role of climate and culture in productivity. Pp. 282-318 in Organizational Climate and Culture , Benjamin Schneider, ed. San Francisco: Jossey-Bass.

Kunda, Gideon 1991 Engineering Culture: Control and Commitment in a High Technology Corporation . Philadelphia: Temple University Press.

Lord, R.G., and R.J. Foti 1986 Schema theories, information processing, and organizational behavior. Pp. 20-48 in The Thinking Organization , H.P. Sims, Jr., and D.A. Gioia, eds. San Francisco: Jossey-Bass.

Louis, Meryl R., Barry Z. Posner, and Gary N. Powell 1983 The availability of helpfulness of socialization practices. Personnel Psychology 36:857-866.

Lovell, J.P. 1979 Neither Athens nor Sparta?: The American Service Academies in Transition . Bloomington: Indiana University Press.

Martin, Joanne 1992 Cultures in Organizations: Three Perspectives . New York: Oxford University Press.

Martin, Joanne, Martha S. Feldman, Mary Jo Hatch, and Sim B. Sitkin 1983 The uniqueness paradox in organizational stories. Administrative Science Quarterly 28(September):438-452.

Martin, Joanne, Sim B. Sitkin, and Michael Boehm 1985 Founders and the elusiveness of a cultural legacy. Pp. 99-124 in Organizational Culture , Peter J. Frost et al., eds. Beverly Hills, CA: Sage Publications.

Martin, Joanne, and Melanie E. Powers 1983 Truth or corporate propaganda: The value of a good war story. Pp. 93-107 in Managing Ambiguity and Change , Louis R. Pondy, Richard Boland, Jr. , and Howard Thomas, eds. New York: John Wiley.

Mason, Robert O., and Ian I. Mitroff 1973 A program of research management. Management Science 19:475-487.

Meyerson, Debra E. 1991 Acknowledging and uncovering ambiguities in cultures. Pp. 254-270 in Reframing Organizational Culture , Peter J. Frost et al., eds. Newbury Park, CA: Sage.

Miller, Vernon D., and Frederic M. Jablin 1991 Information seeking during organizational entry: Influences, tactics, and a model of the process. Academy of Management Review 16:92-120.

Mitroff, Ian I., and Ralph H. Kilmann 1976 Stories managers tell: A new tool for organizational problem solving. Management Review 64:18-28.

Morrison, Robert F. 1977 Career adaptivity: The effective adaptations of managers to changing role demands. Journal of Applied Psychology 62:549-558.

Nadler, David A., and Michael L. Tushman 1980 A congruence model for organizational assessment. In Organizational Assessment: Perspectives on the Measurement of Organizational Behavior and the Quality of Working

Life , Edward E. Lawler, David A. Nadler, and Cortland Camman, eds. New York: Wiley.

Oliver, Nick, and Barry Wilkinson 1988 The Japanization of British Industry . Oxford: Basil Blackwell.

O'Reilly, Charles 1983 Corporations, Cults, and Organizational Culture: Lessons from Silicon Valley Firms. Paper presented in the Academy of Management meetings, Dallas.

1989 Corporations, culture, and commitment: Motivation and social control in organizations. California Management Review 31(Summer):9-25.

Ott, J.S. 1989 The Organizational Culture Perspective . Pacific Grove, CA: Brooks/Cole.

Ouchi, William 1981 Theory Z: How American Business Can Meet the Japanese Challenge . Reading, MA: Addison-Wesley.

Ouchi, W.G., and J. Johnson 1978 Types of organizational control and their relationship to emotional well-being. Administrative Science Quarterly 23:293-317.

Pascale, R.T. 1990 Managing on the Edge . New York: Simon and Schuster.

Pascale, Richard T., and Anthony G. Athos 1981 The Art of Japanese Management . New York: Simon and Schuster.

Peters, Thomas J., and Robert H. Waterman 1982 In Search of Excellence: Lessons from America's Best Run Companies . New York: Harper and Row.

Quinn, R.E., and J. Rohrbaugh 1983 A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science 29:363-377.

Quinn, Robert E., and Gretchen M. Spreitzer 1991 The psychometrics of the competing values culture instrument and an analysis of the impact of organizational culture on quality of life. Pp. 115-142 in Research in Organizational Change and Development , vol. 5. Greenwich, CT: JAI Press.

Rohlen, Thomas P. 1974 For Harmony and Strength . Berkeley: University of California Press.

Rousseau, Denise M. 1990 Assessing organizational culture: The case for multiple methods. Pp. 153-192 in Organizational Climate and Culture , Benjamin Schneider, ed. San Francisco: Jossey-Bass.

Roy, Donald 1960 Banana time: Job satisfaction and informal interaction. Human Organization 18:158-161.

Sathe, V. 1985 Culture and Related Corporate Realities: Text, Cases, and Readings on Organizational Entry, Establishment and Change . Homewood, IL: Irwin.

Schall, Maryan S. 1983 A communication-rules approach to organizational culture. Administrative Science Quarterly 28:557-581.

Schein, Edgar H. 1991 What is culture? Pp. 243-254 in Reframing Organizational Cultures , Peter J. Frost, Larry Moore, Meryl R. Louis, Craig C. Lundburg, and Joanne Martin, eds. Newbury Park, CA: Sage.

1992 Organizational Culture and Leadership , 2nd ed. San Francisco: Jossey-Bass.

Schneider, Benjamin, ed. 1990 Organizational Climate and Culture . San Francisco: Jossey-Bass.

Siehl, Caren, and Joanne Martin 1990 Organizational culture: A key to financial performance? Pp. 241-281 in Organizational Climate and Culture , Benjamin Schneider, ed. San Francisco: Jossey-Bass.

Smircich, Linda 1983 Concepts of culture and organizational analysis. Administrative Science Quarterly 18:339-358.

Smith, M. Brewster 1968 Toward a conception of the competent self. Pp. 271-320 in Socialization and Society , John A. Clausen, ed. Boston: Little, Brown.

Snyder, R.C. 1988 New for old: Changing the managerial culture of an aircraft factory. Pp. 191-208 in Inside Organizations: Understanding the Human Dimension , M.O. Jones, M.D. Moore, and R.C. Snyder, eds. Newbury Park, CA: Sage.

Sutton, Robert I., Seymour E. Harris, Carl Kaysen, and James Tobin 1956 The American Business Creed . Cambridge, MA: Harvard University Press.

Swidler, Ann 1986 Culture in action: Symbols and strategies. American Sociological Review 51:273-286.

Trice, Harrison M. 1991 Comments and discussion. Pp. 298-308 in Reframing Organizational Culture , Peter J. Frost et al., eds. Newbury Park, CA: Sage.

1993 Occupational Subculture in the Workplace . Ithaca, New York: ILR Press.

Trice, Harrison M., and Janice M. Beyer 1984 Studying organizational cultures through rites and ceremonials. Academy of Management Review 9(4):653-669.

1993 The Cultures of Work Organizations . Englewood Cliffs, NJ: Prentice-Hall.

Trice, Harrison M., and William Sonnenstuhl 1988 Drinking behavior and risk factors related to the workplace: Implications for research and prevention. Journal of Applied Behavioral Science 14(4):327-346.

Turner, Barry A. 1990 The rise of organizational symbolism. Pp. 83-96 in The Theory and Philosophy of Organizations: Critical Issues and New Perspectives , John Hassard and Pym Denies, eds. London: Routledge & Kegan Paul.

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Van Maanen, John 1973 Observations on the making of policemen. Human Organization 32(Winter):407-417.

1975 Police socialization: A longitudinal examination of job attitudes in an urban police department. Administrative Science Quarterly 20:207-228.

Van Maanen, John, and Edgar H. Schein 1979 Toward a theory of organizational socialization. Pp. 209-264 in Research in Organizational Behavior , vol 1. Barry M. Staw, ed. Greenwich, CT: JAI.

Wanous, John P. 1980 Organizational Entry: Recruitment, Selection, and Socialization of Newcomers . Reading, MA: Addison-Wesley.

Weiss, Howard M. 1978 Social learning of work values in organizations. Journal of Applied Psychology 63:711-18.

Wilkins, Alan L. 1984 The creation of company cultures: The role of stories and human resources systems. Human Resources Management 23(Spring):41-60.

1990 Developing Corporate Character: How to Successfully Change an Organization Without Destroying It . San Francisco: Jossey-Bass.

Wilkins, Alan L., and William G. Ouchi 1983 Efficient cultures: Exploring the relationship between culture and organizational performance. Administrative Science Quarterly 28:468-481.

Williams, Robin M., Jr. 1970 American Society , 3rd ed. New York: Knopf.

Wilmer, W.W., A.J. Hardcastle, and D.M. Zell 1994 Cultural transportation at NUMMI. Sloan Management Review Fall:99-113.

Yeung, Arthur K.O., J. Wayne Brockbank, and David O. Ulrich 1991 Organizational culture and human resources practices: An empirical assessment. Pp. 59-81 in Research in Organizational Change and Development , vol. 5. Greenwich, CT: JAI Press.

Zald, Mayer N., and Michael A. Berger 1978 Social movements in organizations. American Journal of Sociology 83:823-861.

Zammuto, Raymond F., and Jack Y. Krakower 1991 Quantitative and qualitative studies of organizational culture. Pp. 83-114 in Research in Organizational Change and Development , vol. 5. Greenwich, CT: JAI Press.

Chapter 4 Developing Leaders

Argyris, C. 1991 Teaching smart people how to learn. Harvard Business Review 69(3):99-109.

Avolio, B.J., and J.M. Howell 1992 The impact of leadership behavior and leader-follower personality match on satisfaction and unit performance. Pp. 225-235 in Impact of Leadership , K. Clark, M.B. Clark, and D.P. Campbell, eds. Greensboro, NC: Center for Creative Leadership.

Baldwin, T.T., and J.K. Ford 1988 Transfer of training: A review and directions for future research. Personnel Psychology 41:63-105.

Baldwin, T.T., R.J. Magjuka, and B.T. Loher 1991 The perils of participation: Effects of choice of training on trainee motivation and learning. Personnel Psychology 44:51-66.

Baldwin, T.T., and M.Y. Padgett 1993 Management development: A review and commentary. Pp. 35-85 in International Review of Industrial-Organizational Psychology , vol. 8, C.L. Cooper and I.T. Robertson, eds. New York: Wiley.

Bass, B.M. 1985 Leadership and Performance Beyond Expectations . New York: Free Press.

1990 Handbook of Leadership: A Survey of Theory and Research . New York: Free Press.

Bennis, W.G., and B. Nanus 1985 Leaders: The Strategies for Taking Charge . New York: Harper and Row.

Bernard, C.I. 1938 The Functions of the Executive . Cambridge, MA: Harvard University Press.

Blake, R.R., and J.S. Mouton 1982 Management by grid principles or situationalism: Which? Group and Organization Studies 7:207-210.

Boehm, V.R. 1985 Using assessment centers for management development—Five applications. Journal of Management Development 4(4):40-51.

Boyatzis, R.E. 1982 The Competent Manager . New York: John Wiley.

Bradford, D.L., and A.R. Cohen 1984 Managing for Excellence: The Guide to Developing High Performance Organizations . New York: John Wiley.

Bray, D.W., R.J. Campbell, and D.L. Grant 1974 Formative Years in Business: A Long Term AT&T Study of Managerial Lives . New York: John Wiley.

Bunker, K.W., and A.D. Webb 1992 Learning How to Learn from Experience: Impact of Stress and Coping . Technical Report #154. Greensboro, NC: Center for Creative Leadership.

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Campbell, J.P. 1988 Training design for performance improvement. Pp. 177-216 in Productivity in Organizations , J. P. Campbell, R. J. Campbell, and associates , eds. San Francisco: Jossey-Bass.

Campion, M.A., L. Cheraskin, and M.J. Stevens 1994 Career-related antecedents and outcomes of job rotation. Academy of Management Journal 37:1518-1542.

Carroll, S.J., Jr., and D.J. Gillen 1987 Are the classical management functions useful in describing managerial work? Academy of Management Review 12:38-51.

Chao, G.T., P.M. Walz, and P.D. Gardner 1992 Formal and informal mentorships: A comparison on mentoring functions contrasted with nonmentored counterparts. Personnel Psychology 45:619-636.

Conger, J.A. 1989 The Charismatic Leader: Behind the Mystique of Exceptional Leadership . San Francisco: Jossey-Bass.

1993 The brave new world of leadership training. Organizational Dynamics Winter:46-58.

Cotton, J.L., D.A. Vollrath, K.L. Froggatt, M.L. Lengneck-Hall, and K.R. Jennings 1988 Employee participation: Diverse forms and different outcomes. Academy of Management Review 13:8-22.

Daft, R.L., J. Sormunen, and D. Parks 1988 Chief executive scanning, environmental characteristics, and company performance: An empirical study. Strategic Management Journal 9:123-139.

Davies, J., and M. Easterby-Smith 1984 Learning and developing from managerial work experiences. Journal of Management Studies 2:169-183.

Dechant, K. 1990 Knowing how to learn: The neglected management ability. Journal of Management Development 9(4):40-49.

1994 Making the most of job assignments: An exercise in planning for learning. Journal of Management Education 18:198-211.

Dreher, G. F., and R.A. Ash 1990 A comparative study of mentoring among men and women in managerial, professional, and technical positions. Journal of Applied Psychology 75:539-546.

Druckman, D., and R.A. Bjork, eds. 1991 In the Mind's Eye: Enhancing Human Performance . Committee on Techniques for the Enhancement of Human Performance, National Research Council. Washington, DC: National Academy Press.

1994 Learning, Remembering, and Believing: Enhancing Human Performance . Committee on Techniques for the Enhancement of Human Performance, National Research Council. Washington, DC: National Academy Press.

Engelbracht, A.S., and A.H. Fischer 1995 The managerial performance implications of a developmental assessment center process. Human Relations 48:1-18.

Facteau, J.D., G.H. Dobbins, J.E.A. Russell, R.T. Ladd, and J.D. Kudisch 1995 The influence of general perceptions of the training environment on pretraining motivation and perceived training transfer. Journal of Management 21:1-25.

Field, H., and S.G. Harris 1991 Entry-level, fast-track management development programs: Developmental tactics and perceived program effectiveness. Human Resource Planning 14:261-273.

Fisher, B.M., and J.E. Edwards 1988 Consideration and initiating structure and their relationships with leader effectiveness: A meta-analysis. Proceedings of the Academy of Management August:201-205.

Fleishman, E.A. 1953 The description of supervisory behavior. Personnel Psychology 37:1-6.

Fleishman, E.A., E.F. Harris, and H.E. Burtt 1955 Leadership and Supervision in Industry . Technical Report #33. Columbus: Bureau of Educational Research, Ohio State University.

Fletcher, C. 1990 Candidates' reactions to assessment centers and their outcomes: A longitudinal study . Journal of Occupational Psychology 63:117-127.

Ford, J. K., M.A. Quinones, D.J. Sego, and J.S. Sorra 1992 Factors affecting the opportunity to perform trained tasks on the job. Personnel Psychology 45:511-527.

Goodge, P. 1991 Development centers: Guidelines for decision makers. Journal of Management Development 10(3):4-12.

Grinyer, P.H., D. Mayes, and P. McKiernan 1990 The sharpbenders: Achieving a sustained improvement in performance. Long Range Planning 23:116-125.

Hall, D.T., and F.K. Foulkes 1991 Senior executive development as a competitive advantage. Advances in Applied Business Strategy 2:183-203.

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Chapter 5 Interorganizational Relations

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Chapter 6 New Military Missions

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Total quality management (TQM), reengineering, the workplace of the twenty-first century—the 1990s have brought a sense of urgency to organizations to change or face stagnation and decline, according to Enhancing Organizational Performance . Organizations are adopting popular management techniques, some scientific, some faddish, often without introducing them properly or adequately measuring the outcome.

Enhancing Organizational Performance reviews the most popular current approaches to organizational change—total quality management, reengineering, and downsizing—in terms of how they affect organizations and people, how performance improvements can be measured, and what questions remain to be answered by researchers.

The committee explores how theory, doctrine, accepted wisdom, and personal experience have all served as sources for organization design. Alternative organization structures such as teams, specialist networks, associations, and virtual organizations are examined.

Enhancing Organizational Performance looks at the influence of the organization's norms, values, and beliefs—its culture—on people and their performance, identifying cultural "levers" available to organization leaders. And what is leadership? The committee sorts through a wealth of research to identify behaviors and skills related to leadership effectiveness. The volume examines techniques for developing these skills and suggests new competencies that will become required with globalization and other trends.

Mergers, networks, alliances, coalitions—organizations are increasingly turning to new intra- and inter-organizational structures. Enhancing Organizational Performance discusses how organizations cooperate to maximize outcomes.

The committee explores the changing missions of the U.S. Army as a case study that has relevance to any organization. Noting that a musical greeting card contains more computing power than existed in the entire world before 1950, the committee addresses the impact of new technologies on performance.

With examples, insights, and practical criteria, Enhancing Organizational Performance clarifies the nature of organizations and the prospects for performance improvement.

This book will be important to corporate leaders, executives, and managers; faculty and students in organizational performance and the social sciences; business journalists; researchers; and interested individuals.

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Gordon Rouse, K. A. (2004). Beyond Maslow’s hierarchy of needs. What do people strive for? Performance Improvement, 43 (10), 27-31.

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Wadsworth, L. L., and Facer, R. L. (2016). Work-family balance and alternative work schedules: Exploring the impact of 4-day workweeks on state employees. Public Personnel Management, 45 (4), 382-404. https://journals.sagepub.com/doi/pdf/10.1177/0091026016678856

Hyken, S. (2015, December 5). Drucker said ‘culture eats strategy for breakfast’ and Enterprise rent-a-car proves it. Forbes . https://www.forbes.com/sites/shephyken/2015/12/05/drucker-said-culture-eats-strategy-for-breakfast-and-enterprise-rent-a-car-proves-it/#20e44ca92749

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CMI Level 5 assignment: All You Need To Know

CMI Level 5 Assignments aim at developing the expertise of managers and leaders. It enhances skills in managing teams, projects, and finances, aligning with strategic organisational goals. Read this blog to get CMI Level 5 Assignment Examples, excel in these crucial assessments, and elevate your management skills.

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Are you pursuing the Chartered Management Institute (CMI) Level 5 qualification? Then navigating through the intricacies of assignments is a crucial aspect of your academic journey. In this comprehensive blog, we'll delve into everything you need to know about CMI Level 5 Assignment Examples. We also include tips that provide insights into the expectations and standards set by the institute.

Table of Contents

1) Understanding CMI Level 5 Assignments

2) Tips for CMI Level 5 Assignments

3) CMI Level 5 Assignment Examples

4) Tips for excelling in CMI Level 5 Assignments

5) Conclusion

Understanding CMI Level 5 Assignments

CMI Level 5 is a qualification designed for middle managers, emphasises developing management and leadership skills. The assignments are pivotal in assessing your ability and skills to apply theoretical concepts to practical situations. These assignments are carefully crafted to ensure you grasp the concepts taught and acquire the skills needed to excel in real-world managerial challenges.

Key components of CMI Level 5 Assignments

CMI Level 5 Assignments focus on management and leadership skills development. Key components typically include:

a) Introduction: Overview of the assignment's objectives.

b) Main body: Analysis and application of management theories, problem-solving, decision-making, and leadership strategies.

c) Case studies: Real-world examples to demonstrate understanding.

d) Reflection: Personal insights and lessons learned.

e) Conclusion: Summary of findings and recommendations.

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CMI Level 5 Assignment examples

Now, let's explore some examples that exemplify the nature and expectations of types of CMI Level 5 Assignment.

Example 1: Strategic management

In this scenario, you must showcase your understanding of strategic management concepts. Your response should include a situational analysis, identification of strategic goals, and a detailed action plan aligning with the company's objectives.

Example 2: Leadership and change management

This assignment necessitates critically analysing leadership theories and their practical application in managing organisational change. Providing relevant examples of successful change initiatives and potential pitfalls demonstrates a deep comprehension of the subject.

Example 3: Project management

Your response should include a detailed project plan, risk assessment, and stakeholder communication strategy. Incorporating Project Management methodologies and addressing potential challenges will showcase your competency in practical project execution.

Example 4: Ethical decision-making

This assignment assesses your ability to apply ethical theories to real-world scenarios. Your response should include a thorough analysis of the ethical issues involved, a discussion of possible solutions, and a well-justified recommendation based on ethical principles.

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Tips for excelling in CMI Level 5 Assignments

Let's look at some tips for excelling at CMI Level 5 Assignment Examples:

Understand the assessment criteria

Before diving into your assignment, thoroughly review the assessment criteria provided by CMI. Understanding what is expected and how your work will be evaluated is crucial for meeting the institute's standards.

Research extensively

CMI Level 5 Assignment tasks often require a solid foundation of knowledge. Research extensively within the course materials and from reputable sources. It will enrich your responses and help demonstrate a comprehensive understanding of the topics.

Utilise practical examples

Bringing real-life examples into your assignments strengthens your arguments and showcases the practical application of theoretical knowledge. This is particularly important in demonstrating your readiness for managerial responsibilities.

Adhere to professional standards

Follow the CMI guidelines and standards for assignment submissions meticulously. This includes proper referencing, formatting, and adherence to any specific instructions provided. Professionalism in presentation is a reflection of your commitment to excellence.

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Conclusion

CMI Level 5 Assignment Examples are integral to your journey toward becoming a proficient and effective manager. As you embark on your CMI Level 5 adventure, remember that each assignment is an opportunity to enhance your managerial skills and contribute meaningfully to the dynamic field of management and leadership.

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Frequently Asked Questions

CMI Level 5 Assignment Examples serve as practical assessments, ensuring managers can apply theoretical knowledge to real-world scenarios. This approach enhances their problem-solving abilities and prepares them for the complexities of managerial roles.

To incorporate practical examples, relate theoretical concepts to real-world situations. Use case studies, industry examples, or personal experiences to illustrate your points, demonstrating a deep understanding of the application of management principles.

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The Knowledge Academy’s Knowledge Pass , a prepaid voucher, adds another layer of flexibility, allowing course bookings over a 12-month period. Join us on a journey where education knows no bounds.

The Knowledge Academy offers various CMI Level 5 Courses including CMI Level 5 Award in Management and Leadership Training, CMI Level 5 Certificate in Management and Leadership, CMI Level 5 Diploma in Management and Leadership Training, etc. These courses cater to different skill levels, providing comprehensive insights into Factors Affecting Leadership .

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How Taylor Swift's Marketing Genius Can Inspire Your Business Strategy

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Taylor Swift isn't just a pop superstar; she's a masterclass in modern marketing. Her approach to building and engaging a community offers valuable lessons for businesses aiming to deepen customer relationships and enhance brand loyalty.

Incorporating Taylor Swift's marketing style into your business strategy can significantly enhance your brand's appeal and customer loyalty. Swift's approach, centered around authenticity, storytelling, and personalized engagement, taps into the emotional connection that can transform casual customers into devoted fans. By adopting her tactics such as using narrative to give your brand a relatable voice, surprising customers with unique offerings, and creating interactive, memorable experiences, you can elevate your brand's visibility and desirability.

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Embrace storytelling.

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Personalize Customer Experience

Key Lesson : Make your customers feel uniquely seen and appreciated.

What You Can Do : Personalize your interactions and offerings based on customer data and preferences. This can be as simple as personalized emails or as elaborate as customized product recommendations. By making customers feel special, you echo Swift's approach of treating fans as individuals rather than just another number.

The bottom line is that Taylor Swift's ability to maintain a fervent fan base isn't just about her music; it's about her mastery of modern marketing principles. By adopting Swift's strategies of storytelling, genuine engagement, surprise, shared experiences, and personalization, your business can create a loyal community. Just as Swift has cultivated a global following, your brand too can foster a devoted customer base eager to support and grow with your business.

Melissa Houston, CPA is the author of Cash Confident: An Entrepreneur’s Guide to Creating a Profitable Business and the founder of She Means Profit . As a Business Strategist for small business owners, Melissa helps women making mid-career shifts, to launch their dream businesses, and I also guide established business owners to grow their businesses to more profitably.

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IMAGES

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Strategic Management Assignment Brief

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COMMENTS

References
The emerging paradigm of strategic behavior, Strategic Management Journal 8 (6): 501-515. CrossRef Google Scholar. Ansoff, I. ( 1991 ). Critique of Henry Mintzberg's The Design School: Reconsidering the basic premises of strategic management, Strategic Management Journal 12 (6): 449-461. CrossRef Google Scholar.
Strategic Management
41. For scholarly perspectives on the role of learning in creating value in strategic alliances, refer to Anard, B. N. & Khanna, T. 2000. Do firms learn to create value. Strategic Management Journal, 12(3):295-317; and Vermeulen, F. & Barkema, H. 2001. Learning through acquisitions. Academy of Management Journal, 44(3):457-76. 42.
References
References Chapter 1. Project Management Institute. (2008). A guide to the project management body of knowledge (PMBOK guide) (4th ed.). Project Management Institute. ... Executing your strategy: How to break it down and get it done. Harvard Business School Publishing. Porter, M. E. (2001, November 12). Manager's journal: How to profit from a ...
(PDF) STRATEGIC MANAGEMENT: A COMPREHENSIVE REVIEW PAPER
References (160) Figures (1) Abstract and Figures. Purpose: This paper aims to shed light on the evolution of strategic management over time, including definitions, supporting theories, tools ...
LibGuides: Strategic Management: Referencing and Citing
Referencing and citation. W hen you reference you use the standardized style to acknowledge the source of information used in your assignment. It is important (morally & legally) to acknowledge someone else's ideas or words you have used. Academic writing encourages paraphrasing information you have researched and read. Paraphrasing means re ...
Readings
Other Readings. Each day's reading is listed below. Hax and Wilde. Chapters 1 and 2. Porter, Michael E. "Towards a Dynamic Theory of Strategy.". Strategic Management Journal 12 (1991): 95-117. Grant, Robert H. "The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation.".
References
Principles of Management References. Close. Contents Contents ... A critical step in ensuring the success of international assignments," Human Resource Management, Summer/Fall 2000 ... & Glick,W. H. 1998. Cognitive diversity among upper-echelon executives: Implications for strategic decision processes. Strategic Management Journal, 19: 39-58. ...
BADM 758 Strategic Management: APA Style
Automatic APA references. APA using Microsoft Word. This PDF file shows you how to get started using MS Word tools to insert citations and a References page into your document. Use these tools, but remember ... the APA Publication Manual (and your professor) is the final authority.
References
Get Strategic Management now with the O'Reilly learning platform. O'Reilly members experience books, live events, courses curated by job role, and more from O'Reilly and nearly 200 top publishers. REFERENCES Abdellatif M., Amann B. and Jaussaud J. (2010), Family versus non family business: A comparison of international strategies.
References
Mahoney, J. 1995. The management of resources and the resource of management. Journal of Business Research. Mahoney, J., and J. Pandian. 1972. The resource-based view of the ﬁrm within the conversation of strategic management. Strategic Management Journal. Mallor, Jane P. 2002. Business law: The ethical, global, and e-commerce environ-ment.
9.1 Strategic Management
Strategic management is made up of several distinct activities, shown in Exhibit 9.3. This chapter will detail the role each activity plays in developing and sustaining a successful competitive position. While Exhibit 9.3 presents strategic management as an orderly process. However, most top managers deal with all of the steps simultaneously ...
What Is Strategic Management? Benefits, Process, and Careers
Types of strategy. One way of thinking about strategic management is to classify the management focus into three types of strategy: • A business strategy is a high-level plan where you outline how your organization will achieve its objectives. • Operational strategies are much more specific plans where you detail what actions to take to achieve the desired results.
(PDF) A strategic management process: the role of ...
Strategic planning is the principal element of the strategic management process involving resource management, implementation, control and evaluation of strategies ( Poister et al ., 2010 ).
Strategic Management
STRATEGIC MANAGEMENT offers an introduction to the key topics and themes of strategic management. The authors draw on examples of familiar companies and personalities to illustrate the different strategies used by today's firms—and how they go about implementing those strategies. Students will learn how to conduct a case analysis, measure organizational performance, and conduct external ...
(PDF) Strategic Management and Strategic Planning Process
At the core of the strategic management process is the creation of goals, a mission statement, values and organisational objectives. Organisational goals, the mission statement, values and ...
Strategic Management Journal Citation Generator
Popular Strategic Management Journal style Citation Examples. ... Place this part right after the quote or reference to the source in your assignment. Template: (Author Surname, Year Published) Example:. During infection with any pathogen, changes occur at a cellular level, which predispose to crises. Levels of circulating leukocytes and ...
Strategic Management References
Strategic Management Reference List. The following is a list of references and resources based on the overall topic of strategic management. The resources are broken down by topic and subtopic headings. Today's Top Picks for Our Readers: Recommended by. Enterprise Strategy References.
References
Van de Ven, A.H., and R. Drazin 1985 The concept of fit in contingency theory. Research in Organizational Behavior 7:333-365. Greenwich, CT: JAI Press. Wayne, S., and S. Green 1993 The effects of leader-member exchange on employee citizenship and impression management behavior. Human Relations 46:1431-1440.
PDF Cases in Strategic Management
1. Increase your understanding of what managers should and should not do in guid- ing a business to success. 2. Build your skills in sizing up company resource strengths and weaknesses and in conducting strategic analysis in a variety of industries and competitive situations. 3.
PDF List of references
Harvard Business Review, July-August:64-76. Nowak, G.J. & Phelps, J. 1994. 'Conceptualizing the integrated marketing communications phenomenon: An examination of its impact on advertising practices and its implications for advertising research'. Journal of Current Issues and Research in Advertising, 16(1):49-66.
References
References Parker, S. K. (2013). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual Review of Psychology, 65, 661-691 ...
References
Project Management Institute 2021, A guide to the project management body of knowledge. 7th edn, Project Management Institute. Shenhar, A 2001, 'One size does not fit all projects: exploring classical contingency domains', Management Science, vol. 47, no. 3. Shi, Q & Chen, J 2006, The human side of project management: leadership skills.
What is strategic human resource management?: References
Boudreau, J. W. and Ramstad, P. M. (2009) 'Beyond HR: Extending the paradigm through a talent decision science' in J. Storey, P. M. Wright and D. Ulrich (eds) The Routledge Companion to Strategic Human Resource Management, Abingdon and New York, Routledge.
Ch. 10 References
In the Spotlight; 2.1 Developing a Strategic Plan; 2.2 The Role of Marketing in the Strategic Planning Process; 2.3 Purpose and Structure of the Marketing Plan; 2.4 Marketing Plan Progress Using Metrics; 2.5 Ethical Issues in Developing a Marketing Strategy; Chapter Summary; Key Terms; Applied Marketing Knowledge: Discussion Questions; Critical Thinking Exercises; Building Your Personal Brand
CMI Level 5 assignment: Fully Explained
Eliza Taylor 17 May 2024. CMI Level 5 Assignments aim at developing the expertise of managers and leaders. It enhances skills in managing teams, projects, and finances, aligning with strategic organisational goals. Read this blog to get CMI Level 5 Assignment Examples, excel in these crucial assessments, and elevate your management skills.
Effects of Knowledge Management Processes by Strategic Management
@article{Yoshikuni2024EffectsOK, title={Effects of Knowledge Management Processes by Strategic Management Accounting on Organizational Ambidexterity: Mediation of Operational Processes Under Environmental Dynamism}, author={Adilson Carlos Yoshikuni and Rajeev Dwivedi and Marcio Quadros Lopes dos Santos and Ronaldo Fragoso and Anderson Costa de ...
2023-24 FM2 Assignment Brief (2)[73][81](1) (2)
2023/24 ARTD 6127 Fashion Management Assignment Brief (100%) Brief: Individual Illustrated Strategic Report For this assignment you will submit: A 3,000-word Individual Illustrated Strategic Report As brand owner of a new sustainable fashion brand, you are asked to: 1) Design a responsible online and offline retail strategy. 2) Create an integrated marketing communications campaign to launch ...
How Taylor Swift's Marketing Genius Can Inspire Your Business Strategy
By adopting Swift's strategies of storytelling, genuine engagement, surprise, shared experiences, and personalization, your business can create a loyal community. Just as Swift has cultivated a ...